Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

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2 2 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

3 Strategic Plan Table of Contents Letter from the Grand Master... 4 Letter from the Deputy Grand Master... 5 The Purpose of this Strategic Plan... 6 Grand Lodge Vision, Mission & Responsibilities... 7 Grand Lodge Vision Statement... 7 Grand Lodge Mission Statement... 7 Grand Lodge Responsibilities... 8 Strategic Imperatives Accepting the Challenge Themes Influencing the Strategic Plan Theme #1 - Timeless Vitality Theme #2 - Within the Tyled Lodge Room Theme #3 - The Individual Craftsman Theme #4 - Answering the Knock at the West Gate Goals and Means of the Strategic Plan Grand Lodge Strategic Goals Strategic Goal 1 Establish a Craft Stewardship Centre of Excellence Strategic Goal 2 Establish a Membership Centre of Excellence Strategic Goal 3 Establish a Communications Centre of Excellence Strategic Goal 4 Establish a Operations Centre of Excellence Strategic Goal 5 - Establish a Community Outreach Centre of Excellence Strategic Goal 6 - Establish a Strategic Program Office (SPO) Defining the Centre of Excellence Model Propelling the Craft in Ontario to New Levels of Vitality Measuring Our Progress and Results Everyone Plays a Role Coming to Terms with Change The Eight Critical Steps to Successful Change In Conclusion Supplimental: Year One CoE Worksteam Plans

4 Letter from the Grand Master July XX, 2009 Brethren, Lorem ipsum dolor sit amet, consectetur adipiscing elit. Duis sodales odio elit, eu molestie risus. Morbi arcu velit, lacinia a interdum mattis, pulvinar ac elit. Duis porta nunc pharetra tellus eleifend vel iaculis justo interdum. Sed sed nibh ut diam commodo congue semper a urna. Fusce dolor magna, venenatis id accumsan nec, ultricies non dui. Aenean quis enim eget nulla sagittis rhoncus. Vestibulum fringilla tellus eu mauris laoreet tempor. Etiam in ipsum id augue scelerisque pretium quis sit amet lectus. Vestibulum accumsan ipsum nunc. Nunc vel mauris vitae nisl feugiat lacinia. Nunc posuere, leo vitae porta consequat, nibh mauris facilisis mauris, quis condimentum mauris lorem sed justo. Donec nec purus vel tortor rhoncus ultricies at at mi. Cras facilisis aliquam tellus id condimentum. Sed laoreet urna nec est sagittis dictum. Etiam sed est eget diam rhoncus blandit sit amet non lectus. Aenean tincidunt convallis imperdiet. Phasellus lectus enim, iaculis id euismod ut, iaculis sit amet lectus. Morbi et volutpat nulla. Sed at ante ac mauris convallis accumsan. Sed sed laoreet arcu. Mauris elementum blandit elit nec rhoncus. Aliquam iaculis odio quis metus imperdiet tempus. Vestibulum ante ipsum primis in faucibus orci luctus et ultrices posuere cubilia Curae; Suspendisse a mauris enim, quis pretium ante. In facilisis fermentum pulvinar. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nullam vestibulum convallis dui, vitae porttitor odio porta non. Aliquam in viverra urna. Nulla lobortis, tortor ut cursus dictum, odio erat dictum turpis, sit amet iaculis metus arcu non risus. Ut non ullamcorper justo. In vel felis lacus, non tempus velit. Quisque euismod consequat urna, nec semper risus luctus vitae. Mauris gravida massa ac velit cursus in ultrices felis consequat. Quisque dapibus cursus vestibulum. Nullam posuere, tortor non semper imperdiet, tellus massa pharetra elit, vel sodales nulla turpis quis nibh. Aenean fringilla lobortis mattis. Fraternally, M.W. Bro. XXXXX The Grand Master, Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario 4 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

5 Strategic Plan Letter from the Deputy Grand Master July XX, 2009 Brethren, Lorem ipsum dolor sit amet, consectetur adipiscing elit. Duis sodales odio elit, eu molestie risus. Morbi arcu velit, lacinia a interdum mattis, pulvinar ac elit. Duis porta nunc pharetra tellus eleifend vel iaculis justo interdum. Sed sed nibh ut diam commodo congue semper a urna. Fusce dolor magna, venenatis id accumsan nec, ultricies non dui. Aenean quis enim eget nulla sagittis rhoncus. Vestibulum fringilla tellus eu mauris laoreet tempor. Etiam in ipsum id augue scelerisque pretium quis sit amet lectus. Vestibulum accumsan ipsum nunc. Nunc vel mauris vitae nisl feugiat lacinia. Nunc posuere, leo vitae porta consequat, nibh mauris facilisis mauris, quis condimentum mauris lorem sed justo. Donec nec purus vel tortor rhoncus ultricies at at mi. Cras facilisis aliquam tellus id condimentum. Sed laoreet urna nec est sagittis dictum. Etiam sed est eget diam rhoncus blandit sit amet non lectus. Aenean tincidunt convallis imperdiet. Phasellus lectus enim, iaculis id euismod ut, iaculis sit amet lectus. Morbi et volutpat nulla. Sed at ante ac mauris convallis accumsan. Sed sed laoreet arcu. Mauris elementum blandit elit nec rhoncus. Aliquam iaculis odio quis metus imperdiet tempus. Vestibulum ante ipsum primis in faucibus orci luctus et ultrices posuere cubilia Curae; Suspendisse a mauris enim, quis pretium ante. In facilisis fermentum pulvinar. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nullam vestibulum convallis dui, vitae porttitor odio porta non. Aliquam in viverra urna. Nulla lobortis, tortor ut cursus dictum, odio erat dictum turpis, sit amet iaculis metus arcu non risus. Ut non ullamcorper justo. In vel felis lacus, non tempus velit. Quisque euismod consequat urna, nec semper risus luctus vitae. Mauris gravida massa ac velit cursus in ultrices felis consequat. Quisque dapibus cursus vestibulum. Nullam posuere, tortor non semper imperdiet, tellus massa pharetra elit, vel sodales nulla turpis quis nibh. Aenean fringilla lobortis mattis. Fraternally, R.W. Bro. XXXXX The Deputy Grand Master, Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario 5

6 The Purpose of this Strategic Plan The most fundamental reasons why any organization undertakes the development of a broad strategic plan is to reaffirm why it exists and what it has determined to accomplish in the foreseeable future. A strategic plan also provides an opportunity to restate guiding principles, beliefs and values. This, the Strategic Plan of the Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario, aims to delineate an exciting vision for Freemasonry in Ontario, as well as define a practical approach to managing current challenges and achieving Grand Lodge s long-range vision for the Craft in Ontario. 6 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

7 Strategic Plan Grand Lodge Vision, Mission & Responsibilities Grand Lodge Vision Statement Our Vision Statement, as defined in this strategic plan, intends to clarify and succinctly define the fundamental purpose of the Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario. The wording of the Vision Statement wascomposed with great care so as to concisely express the intent of Grand Lodge in executing this strategy and to inspire the brethren of the jurisdiction to embrace the initiatives outlined herein. The Vision Statement of the Grand Lodge Strategy is: Ensuring the timeless vitality of Freemasonry in Ontario Grand Lodge believes that over the next 25 years we will be presented with some of the most exciting and challenging opportunities in our jurisdiction s history. While Freemasonry, as an institution, has remained fundamentally unchanged for hundreds of years, our philosophy and core values may be becoming more relevant today than at any other time in recent history. We are the current custodians of a philosophy and way of life which has inspired and helped to cast generations of great men and leaders. The Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario intends to embrace and exercise its mandate to protect and promote Freemasonry in Ontario, ensuring that Masonry s timeless philosophy and way of life continue to remain vital and by countless generations of men in Ontario. Grand Lodge Mission Statement The Mission Statement of Grand Lodge has, at its core, the Masonic virtues of Brotherly Love, Relief and Truth. Our Mission Statement broadly describes the means by which Grand Lodge will achieve its vision for the Craft in Ontario. The Mission Statement of the Grand Lodge Strategy is: Grand Lodge s mission is to provide effective and sustainable leadership to Ontario s Masonic community and preserve the timeless Masonic initiatory system as a framework for all good men to transform their lives through the ancient and enduring tenets of brotherly love, relief and truth. Each year, Freemasons in Ontario are proud to put Masonic values into practice by assisting the communities in which they live, volunteering thousands of hours to the benefit of both their fellow brethren and the numerous communities throughout Ontario in which they live. However, there is no activity more germane to Freemasonry s mission than the initiation of good men into the mysteries and privileges of our ancient fraternity, facilitating the transformation of lives while also promoting the pursuit of knowledge, ethics, spirituality and moral leadership. Of all the good works that Freemasonry accomplishes, the most enduring and indefatigable outcome of our labours is helping good men become better men. It is Grand Lodge s belief that the offering that Freemasonry renders to Ontario society equates to 7

8 that of an essential service, and, as such, needs to be preserved for future generations. Freemasonry s timeless message of freedom, ethics, tolerance and democracy furnish an enduring ideology during this historic period of global change. The Grand Lodge Strategic Plan supports this core belief and mission. Grand Lodge Responsibilities The authority and mandate by which Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario operates under is derived from the Constitution of Grand Lodge, adopted in The Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario, as a Masonic governing body within the territorial jurisdiction of Ontario, engages in a broad range of activities that include the oversight, regulation, planning and promotion of Masonry in Ontario. The long-term vitality and welfare of Freemasonry in Ontario is far greater than a simple ambition of Grand Lodge, it is a fundamental responsibility central to our purpose, our Raison d'être. As the preamble to the Grand Lodge Constitution so eloquently affirms: We, the Grand Lodge of Ancient, Free and Accepted Masons of Canada, in the Province of Ontario, in order to form perfect fraternal union, to establish order, to insure tranquility, to provide for and promote the general welfare of the Craft, and to secure to the fraternity in the Province of Ontario all the blessings of Masonic privileges, do order and establish the Constitution. Grand Lodge exists, not only protect and promote the general welfare of the Craft today but also to preserve its quintessence for the future. Today, we are able to enjoy our Masonic privileges in Ontario thanks to the many dedicated brethren who have diligently shouldered Grand Lodge responsibilities over the past 150+ years and because of all the brethren in the Province of Ontario who continue to commit time and resources to the betterment of the Craft. Since the period from the occurrence of the first annual communication of Grand Lodge in July 1856 until today, society has experienced extraordinary global changes on a historically unprecedented scale. Revolutions and wars have redrawn political boundaries many times over. Movements of peoples from all corners of the earth have redefined the very social fabric of communities, both here in Ontario and around the world. Innovations in science and technology have significantly extended the length of human life and have allowed brave explorers to walk the face of the Moon while at the same time taking us to the brink of global extinction. Yet, through over 150 years of global upheaval and change, the Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario has faithfully governed Freemasonry in Ontario. The purports of Freemasonry, relayed down to us through the eons of times past, may have never been more applicable to the lives of men or have resounded with the simple clarity of truth as they do today. We are the current emissaries of Freemasonry in Ontario. It is our intention to transmit the ritual, philosophy and governance of the Craft to the next 8 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

9 generation of Masonic leaders in such a manner as to demonstrate that we have diligently applied those lessons taught to us on the floor of the Lodge. Moreover, having effectively employed the Working Tools in our mission as Grand Lodge, we will ensure that future generations of Masons enjoy a growing, vibrant Craft in Ontario.

10 Strategic Imperatives Through intensive consultation with brethren from across Ontario, Grand Lodge has defined six key strategic imperatives believed to be of paramount importance should we be successful in embracing the opportunities that will present themselves to the next generation of Masonic leaders in Ontario. There is a limitation on how much can be accomplished in a finite period; therefore, it is critically important that as a organization we focus our energies and resources in those areas which will generate the greatest gains in vitality and long term sustainability. The six strategic imperatives defined herein represent crucial leverage points that when achieved will help accelerate Freemasonry in Ontario toward its mission and vision. The six strategic imperatives for Grand Lodge are: We will embrace Craft Stewardship as a responsibility to future generations of Freemasons in Ontario as well as a critical component in the conveyance of Masonic excellence to our current membership. We recognize that our Membership and their families represent the heart of Freemasonry in Ontario and that the culmination of our efforts are intended to result in a richer experience for all our members and their families. We will strive to ensure that our Communications are both effective and consistent in the facilitation of dialogue and the delivery of timely messages to the right audience via the most effective media possible. We will ensure that the Operations and governance of Grand Lodge as well as the numerous local Lodges and Temple boards in Ontario are managed in a manner which is effective, sustainable and efficient. We will facilitate Community Outreach, which will create opportunities to demonstrate Masonic values within our communities and convey a positive and accurate perception of Freemasonry to Ontario society. We will attend to our Strategic Execution with methods and practices which will encourage harmony among the brethren while also ensuring the effectual delivery of all critical objectives identified in this and future strategic plans. 10 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

11 Strategic Plan Accepting the Challenge There has been much written about the challenges facing Freemasonry s future both here in Ontario and in other jurisdictions around the world. It is not the intent of this strategic document to reiterate the issues at length, as they have already been well expressed and defined by others. While the Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario has functioned unceasingly for over 150 years, we should not take Freemasonry s existence in Ontario for granted. The challenges, which our institution faces are real and will need sustained energy and commitment to address. While many eloquent words have been expressed on the topic of Masonic revitalization and renewal, the time has now arrived to transform words into action. Masonry is not a brand; it is a way of life. The fundamental challenge facing every member of the fraternity in Ontario is to have the courage to embrace the opportunity to live the Craft and to connect with the message that Masonry conveys to each one of us on the most personal of levels. The most effective and powerful promotion of Freemasonry occurs when our daily actions as men reflect the virtues instilled to us on the floor of the Lodge. The opportunity to assert and reaffirm the dignified position of Freemasonry in Ontario has now arrived, and the Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario has resolved that it is ready to duly accept the challenge. Have we allowed a once Smooth Ashlar to become rough again? As the strategic plan has now been drawn on the tracing board, the time is at hand for us to utilize the tools of the Entered Apprentice and to labor in the figurative quarries until the local Lodge and Grand Lodge ashlars are smooth once again, revealing the true beauty of Masonry to all that survey it. As craftsmen, regardless of our position, we need to resist the subtle temptation of complacency, idleness and lethargy, recognizing that it is in the very act of labor that we as Masons discover our most profound satisfaction and purpose. Through the initiatives outlined in this strategic plan, each of us will be apportioned our fair share of the labour in rebuilding the West Gate. Will you accept your portion of the work to be done? When Ezra led a new generation of Hebrews back to Israel in 537 BC after a lengthy captivity in Babylon much work was needed to rebuild the Temple. The returnees were faced with many challenges and difficulties, with much leadership, planning and hard work being needed in order for the Jews to restore the glory of Solomon s Temple and their nation as a whole. For many, it may have been tempting to stay behind in the relative comfort of Babylon rather than embark on the long difficult journey ahead. But by squarely putting their faith in God they embraced the challenge to forever define their destiny. This example provides fitting inspiration for the challenge which we, the Freemasons of Ontario, are faced with today. How will this generation of Ontario Freemasons be remembered? The journey of renewal which we are about to embark upon will be long and challenging. This Grand Lodge strategic plan is only the start; the work which we will initiate will likely need to be carried forward by future generations of Freemasons. We have the 11

12 means and the ability, but we need to seize the opportunity and create the circumstances for renewed Masonic vitality. Our labours will precede our rewards and it will take endurance and commitment to execute our strategic plan but the outcome of our labours will benefit both this generation as well as many future generations of Freemasons in Ontario yet to come. Themes Influencing the Strategic Plan A number of topical themes were influential to the development of this strategic plan. The themes that helped to define this strategic plan acknowledge the timeless value that Freemasonry has provided in our Ontario communities and in the hearts and minds of our membership and their families. Strategic Theme #1 - Timeless Vitality Ensuring the long-term growth and effectiveness of Freemasonry in Ontario The term timeless vitality as found in our vision statement, is an appropriate and fitting expression of the objectives outlined in this strategic plan. Vitality, defined as the power to live and grow and the capacity for survival and the continuation of a meaningful and purposeful existence is critical to our future growth. Masonry s timeless vitality is not dependant on wealth, power or physical presence. Masonry does not require of its adherents the demonstration of above average mental prowess or the prior attainment of social rank or standing. Freemasonry, having been the faithful companion to both kings and paupers alike, needs only one thing to sustain its vitality: to be dutifully shared with all good men who prize honour and virtue above the external advantages of rank and fortune. As members of the Craft in Ontario, we foster vitality when we exhibit the courage to fully embrace Masonry s message and translate it into a lifestyle, manifested both in and outside of the Lodge room. Moreover, when we consistently apply the working tools in our private and public 12 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario lives, we further buttress the future vitality of Freemasonry in Ontario. Vitality, while subjective in nature, is felt in the enthusiasm of members of a Lodge when they engage in the superb delivery of ritual, when they address the needs of elderly members, and when they reach out to the extended family of their Lodge. Vitality is also demonstrated when the operational and financial needs of both the Lodge and the Temple are thoroughly attended to. Most importantly though, vitality is seen when the growth and development of our newest members is seen to be a critical responsibility of the entire membership. Vitality is both an objective and a means. Each member of the Craft in Ontario has the opportunity to demonstrate vitality when we address our various Masonic responsibilities. As we execute the strategic objectives of this long-range plan, each member of the Craft in Ontario will challenged to enhance the vitality of their local Lodge, and to support the vitality of Freemasonry in Ontario both today and well into the future.

13 Strategic Theme #2 - Within the Tyled Lodge Room Reaffirming the Lodge room as the dynamic centre of the Masonic experience Operative masons would set themselves to building temporary huts, for their habitation, around the spot where the work was to be carried on. This practice of masons congregating in local lodges has been carried on down through the centuries and is still practiced around the world today by modern speculative Freemasons. The local Masonic Lodge represents the most basic building block of the Masonic community. Masonic Lodges, having long been the site of admition into the Craft, are the most elemental source of strength and vitality for Masonry. The Lodge, for Freemasonry, is analogous to the basic family unit. Our Masonic Lodge rooms, when tyled, form a sacred space where like-minded men from all walks of life and backgrounds come together to learn, experience and practice the gentle art of Masonry. The tyled Lodge room affords the individual Mason the opportunity to reflect on his own life and to contemplate how the lessons of the various degrees help him to expand his awareness of the world around him. Our Masonic ritual, as circumscribed within the confines of the Lodge room, dispatches the individual Master Mason on a journey toward that centre from which he cannot err. The efficacy of the delivery of the lessons offered on the floor of the Lodge directly correlate to the health of that Lodge and to the growth and general satisfaction of its members. Subsequently, the future vitality of Freemasonry in Ontario is intrinsically bound to the success and effectiveness of the many constituent Lodges in local Ontario communities. While the sustainability of each local Lodge is dependent on the periodic admittance of new candidates and the ability to maintain a minimum number of active members, its true success can only be measured in its ability to facilitate personal transformation in the lives of its members through the effective delivery of ritual and the practical instruction of Masonic philosophy. Each body of brethren within our jurisdiction should strive to ensure that their Lodge fully manifests the most fundamental of Masonic virtues, namely: brotherly love, relief and truth.

14 Strategic Theme #3 - The Individual Craftsman Building the future vitality of Freemasonry one man at a time In medieval times, the practical secrets of the mason s art were communicated with great care and diligence from master to apprentice. The education of a chosen apprentice was a significant commitment for a Master Mason to undertake and took no less than seven years to complete. Meticulous training was conveyed by the Master Mason in the ancient methods of proving uprights and horizontals, the use and care of various tools and the invaluable ability to create an angle of ninety degrees in order to prove a stone square. To convey these secrets to an apprentice took time, commitment and patience. Following a lengthy apprenticeship, a man worked as a fellow of the craft for a number of years while honing his skills under the supervision of a master of the art. For a man to eventually be raised to the sublime degree of Master Mason was the culmination of years of dedication not only by his chosen Master but by each member of the local lodge, who took the time to guide, instruct and mentor the apprentices and fellows of the Craft in the ancient ways of the masonry. Thus, to be a true Master Mason was not just to attain the knowledge for oneself, but to convey the knowledge to those that would follow. The physical integrity and stability of the great Gothic cathedrals was directly related to the quality of training and mentorship that occurred in the local lodge. These great and unequalled works of art, most of which still stand today, are a testament to the commitment the operative Master Masons made to the personal development and growth of individual craftsmen entrusted to their care. A timeless proverb states: It takes a whole village to raise a child. In Freemasonry, it takes a whole Lodge to raise a single Master Mason. What role do you satisfy in the ongoing development of the craftsmen in your Lodge? This strategic plan aims to stress the vital importance of mentoring individual craftsmen who have chosen to take upon themselves the obligations and commitments of a Freemason. To the extent that we take the time to prove square each and every ashlar prior to placing it in the superstructure, we ensure that the temple we erect will be perfect in all its parts and will stand as an honour to its builders. 14 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

15 Strategic Plan Theme #4 - Answering the Knock at the West Gate Aligning the Freemasonry s timeless value to today s modern culture There is nothing inherently wrong with our system of Freemasonry but we must acknowledge that at those times over the past 300 years when Freemasonry has been most successful it was when the craft was acutely aligned to the needs of men in society at that time. In other words, if Freemasonry in Ontario is to enjoy the company of the hundreds of thousands of mature men who are already duly prepared and are waiting to find the West Gate, then we must acknowledge and align ourselves to the needs of men in today s modern culture. This strategic plan intends to assist Freemasonry in Ontario to do just that. There is a dilemma facing manhood in the 21 st Century. While men have historically been at the forefront of society, many men today struggle to come to terms with a definition of manhood and to define masculinity in a post 20 th Century world. Men in their mid-twenties are facing a world with far fewer absolutes and touchstone values than that of men only a generation or two earlier. In the material culture of today, which promotes wealth, youthfulness and pleasure as paramount goals in life, frequently manhood is fraught with intense personal uncertainty, feelings of inadequacy and moral ambiguity. Rather than being examples of virtue and masculinity at its best, male role models today are frequently those individuals who have achieved celebrity status at all cost, espousing narcissism and the blind pursuit of success above all else, often exhibiting masculinity at its worst. Freemasonry creates the opportunity for men to embrace a principle centred life based on timeless values such as integrity, diversity, toleration, sacrifice, kindness and over 100 other virtues which can be found in the philosophy and degrees of the Craft. Freemasonry is a serious organization, which attracts mature men who share common values. When a man is admitted through the West Gate he is offering himself to be placed on a path of self improvement and personal transformation. As our Grand Lodge mission statement asserts, Freemasonry exists primarily to transform men. During a time in history when anxiety and confusion is on the rise, Freemasonry offers a model of personal development and inner strength, guiding a man based on timeless and proven virtues, regardless of the changes we see in the world around us. When knocking on the West Gate, we are finding more and more men who have clear expectations of what they seek when joining the Craft. Today, men at the West Gate are looking for truth embodied in an ancient moral framework that can be utilized in their personal lives. They seek the power of group experience and the benefit of access to wisdom from those men who have come before them. They seek mature masculinity at its finest, embodying those virtues that have underpinned humankind s proudest achievements. They seek an opportunity to partake in inspiring conversations, marvel at ancient wisdom, share their deepest fears and delight in the simple joy of spending quality time with other good men who are on a similar journey. 15

16 Goals and Means of the Strategic Plan So as to fully execute Grand Lodge s vision for Freemasonry in the Province of Ontario, the Strategic Plan is based on a hierarchy of six core elements, which combine to support the envisioning of an updated operational model for Grand Lodge, defined within a holistic Centre of Excellence framework (see fig. 1). Strategic Goals, each of which is further clarified by a pair of related Strategic Objectives (12 in total) and two further subsequent Key Efforts (24 in total). The Strategic Objectives and associated Key Efforts will to provide increasingly granular definition of how Grand Lodge accomplishes its stated vision and mission. Following the strategic vision and mission, defined within a Centre of Excellence framework are six (6) Grand Lodge Strategic Goals The six strategic goals as defined in this plan are: Strategic Goal 1 Establish a Craft Stewardship Centre of Excellence We will establish an effective Craft Stewardship Centre of Excellence so as to encourage high quality in the delivery, comprehension and acuity of the lessons communicated on the floor of the Lodge. Furthermore, mature Masonic leadership will be cultivated and utilized throughout the jurisdiction for the betterment of the Craft as a whole. Strategic Goal 2 Establish a Membership Centre of Excellence We will establish an effective Membership Centre of Excellence in order to better understand, serve and support the needs of our current membership and its families in addition to ensuring that a vital membership continues to grow and expand in the Province of Ontario. Strategic Goal 3 Establish a Communications Centre of Excellence We will establish an effective Communication Centre of Excellence so as to ensure that internal and external messages are consistently and effectively delivered to the right audience in a timely manner. Channels of communication will be established so as to ensure effective dialogue and feedback between Grand Lodge and the constituents within the jurisdiction. Strategic Goal 4 Establish a Operations Centre of Excellence We will establish an effective Operations Centre of Excellence so as to ensure that Craft resources and assets are managed efficiently and effectively throughout the jurisdiction while also minimizing risk wherever possible. 16 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

17 Strategic Plan Strategic Goal 5 - Establish a Community Outreach Centre of Excellence We will establish an effective Community Outreach Centre of Excellence so as to heighten awareness of Masonic activities within Ontario communities and to govern the development and communication of programs intended to provide value to our communities. The Community Awareness CoE will also be responsible to ensure that our image within the community is accurate and in line with our strategic objectives. Strategic Goal 6 - Establish a Strategic Program Office (SPO) We will establish an effective Strategic Program Office in order to manage, measure and define strategic imperatives with Grand Lodge and in collaboration with the five Centres of Excellence and other Grand Lodge operating committees. The SPO will strive to ensure that the latest methods and practices are deployed so as to encourage harmony amoung the brethren while also measuring the delivery and impact of the critical objectives defined in this plan Figure 1: The Centre of Excellence Framework 17

18 Defining the Centre of Excellence Model Propelling the Craft in Ontario to New Levels of Vitality The Grand Lodge Centre of Excellence (CoE) model is defined as a set of individuals, methodologies and tools for promoting the application of best practices in a specific area which has been identified as critical to the future vitality of Freemasonry in Ontario. CoE functions and outputs could include documentation, processes, best practices, training, education and anything else deemed an effective use of resources in support of the Craft in Ontario and in assisting in the execution of the Grand Lodge Strategic Plan. The Centre of Excellence model will help to facilitate Grand Lodge s strategy while also ensuring that the right resources and talents are utilized at the right time. The five Centre of Excellence disciplines along with the Strategic Program Office will be where knowledge and teamwork come together in order to provide practical solutions to the challenges faced by the membership and Lodges across the jurisdiction. order to communicate best practices while simultaneously serving the needs of our constituents with flexibility and transparency. Centres of Excellence will be encouraged to advocate creativity in the delivery of their mandates and to explore new ideas for deployment in the jurisdictions in addition to fostering an environment of adaptation and innovation when it comes to bringing forward best practices for the use by the brethren in Ontario. By accelerating the adoption and use of new methods and practices, the Grand Lodge CoE s will help to cultivate new attitudes within the Craft, allowing us to approach old problems with new and more effective solutions. Additionally, the CoE s will tap into latent talent that exists within the membership base but may not have been previously utilized. In collaboration with the brethren of Ontario the CoE s will help build enthusiasm and momentum for our strategic initiatives by identifying issues, developing deployable solutions and propelling the Craft in Ontario to new levels of vitality never previously experienced. Recognizing that teamwork and the building of effective partnerships with all stakeholders in the jurisdiction is critical to the success of our strategic plan, the Grand Lodge CoE s will work with brethren from across the Province of Ontario in 18 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

19 Strategic Plan Measuring Our Progress and Results The true success of our strategy will not be measurable or quantifiable, as it will only manifest itself in Freemasonry s ability to facilitiate transformation in the lives of its members. However, as we make progress in executing this five-year strategy, we do intend to establish a series of milestones and Key Performance indicators (KPI s) which will assist us in tracking progress to toward delivering our strategic objectives. Some examples of these KPI s are as follows: Key Performance Indicators Measure Description CRAFT STEWARDSHIP From an annual membership survey Grand lodge intends to measure the number of members who positively respond to questions in the following areas: Ritual quality Lodge leadership effectiveness Leadership development District leadership effectiveness Grand Lodge leadership effectiveness Quality of Masonic education programs MEMBERSHIP Grand Lodge intends to track and analyze the following key indicators of membership vitality: Members annually initiated, passed and raised Membership participation (Lodge attendance) Membership growth/erosion by District Total membership population in Province Membership retention (based on number of demits and suspensions) From an annual membership survey Grand lodge intends to measure the number of members who positively respond to questions in the following areas: Quality of membership experience Impact of various Grand Lodge membership programs 19

20 COMMUNICATIONS Grand Lodge intends to track and analyze the following key indicators of communications: Frequency of distribution of internal communications Distribution of external communications Financial efficiency of communications From an annual membership survey Grand lodge intends to measure the number of members who positively respond to questions in the following areas: Effectiveness of communication distribution Quality of communication(s) Quality of online resources (internet) Frequency of communications OPERATIONS Grand Lodge intends to track and analyze the following key financial indicators relative to operational efficiency: Efficient use of capital Effectiveness of cost optimization Grand Lodge expenditures by member, Lodge and District Financial status of individual Lodges (very good, good, average, poor) Financial status of Temple (very good, good, average, poor) Grand Lodge intends to track and analyze the following key nonfinancial indicators relative to operational efficiency: Effective utilization of Temple assets Local strategic planning From an annual membership survey Grand lodge intends to measure the number of members who positively respond to questions in the following areas: Perceived operational effectiveness Quality of Temples Long range planning 20 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

21 Strategic Plan COMMUNITY OUTREACH Grand Lodge intends to track and analyze the following key nonfinancial indicators relative to community outreach: Effective utilization of Temple assets Local strategic planning STRATEGIC EXECUTION Grand Lodge intends to track and analyze the following key nonfinancial indicators relative to strategic execution: [NTD: this section still to be completed] Everyone Plays a Role The Grand Lodge Strategy intends to address the Ontario Masonic community as a whole and aims to reflect the full range of member needs and fraternal opportunities to serve our communities in the various settings that Freemasonry flourishes across the Province of Ontario. The strategic aims of the initiatives outlines in this plan have been composed so as to encourage and influence the membership as a whole in adopting vitality as a central theme in all our activities. The activities initiated by the Grand Lodge through the Centre of Excellence model outline in this Strategy will have an impact on the vitality of Freemasonry in the Province of Ontario for many years to come, but true success can only be achieved when the entire membership in the jurisdiction embraces and participates in the execution of the strategy. There are many obstacles which can get in the way of success, however by focusing on our core vision, mission and Masonic values; Freemasonry in Ontario will continue to transform the lives of men for many generations to come. 21

22 Coming to Terms with Change Change is an inevitable and increasingly challenging facet of today s world. Freemasonry in Ontario is witnessing external change on an unprecedented scale. Like many institutions today, Freemasonry needs to determine its best course of action so as to successfully manage the impact of changes occurring in the social fabric of society, technology, globalization of people and ideas, and the increasing complexity and risk associated with the management of a large organization. The Grand Lodge s active role at this time in history is critical to the future vitality and viability of the Craft in Ontario. Grand Lodge is committed to ensuring that we balance the critical need to preserve our traditions which are core to our very identity while also adapting and employing change as we move forward in the 21st Century. All members of the Craft play a role in assuring Freemasonry s future vitality in Ontario, but it is critical that those in a position of leadership, which includes all members of Grand Lodge and all Lodge officers across the jurisdiction, embrace the challenge and ensure that our Strategic Plan is executed effectively and successfully. Personal commitment to the successful execution of this Strategic Plan by our leadership is critical and must be clear and visible to the members of Freemasonry in Ontario. It is important that brethren in a leadership position be visible, leading from the front as they reenforcing the key objectives outlined in this Strategic Plan. Leaders must first role-model the behaviours which we need the membership to embrace. Leaders will need to sponsor and make personal commitment to the success of this strategy so as to ensure that the key objectives in this plan are successfully delivered. Remember, sponsorship cannot be delegated; each of us is accountable to support the future vitality of the Craft in Ontario, for current and future generations. What distinguishes transformation on an institutional scale from simple ambitions to address a limited number of current challenges? A true transformation, of the like outlined in this strategic plan, is characterized by high ambitions, the integration of new organizational models and a prolonged exertion of resources, often lasting many months and even years. Transformation is difficult to accomplish unless there is a clear vision for change and that vision is able to mobilize the entire organization. The Eight Critical Steps to Successful Change Why is it that change efforts frequently fail to bring about the results that are initially envisioned? One significant factor frequently overlooked is that true transformational change can take years to bring about. Some change efforts are great successes while many are failures, with many falling somewhere in the middle. How will we, as the Masons of Ontario, ensure that we undertake the right changes and increase the likelihood of overall success? When change initiatives are successful, there are often a series of specific stages, which when 22 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario

23 managed correctly, can significantly increase the likelihood of an overall success. These stages, having been documented at length by experts, are frequently put into practice by large, complex organizations that have a need to drive impactful change. While stages can be skipped, giving the appearance of accelerating the change process, rarely does the final outcome satisfy the original vision. The 8 critical steps to successfully facilitate change and how we will endeavor to apply them to the Grand Lodge strategic plan are 1 : 1. Establishing a Sense of Urgency The Grand Lodge and the various Lodge and Temple Boards across the Province need to come to terms with the realities that face us and take proactive steps to the address the issues, creating a sense of urgency that all constituent members can understand and support. 2. Forming a Powerful Guiding Team Grand Lodge will take a leadership role in assembling the right group of brethren, who possess the talent needed in order to lead the change efforts and drive the right programs to brethren across the jurisdiction. 3. Creating a Compelling Vision Through this Strategic Plan and subsequent communications, Grand 1 For additional information on driving successful change efforts and the associated pitfalls, see the Harvard Business Review (March-April 1995) article entitled: Leading Change: Why Transformation Efforts Fail by John P. Kotter Lodge will establish a vision for Freemasonry in Ontario that will help to fuel the change effort and the strategies that are intended to drive it. 4. Communicating the Vision Grand Lodge will communicate our vision and strategy frequently and effectively to all the members across the jurisdiction, encouraging effective communication as a crucial tool in the creation of long-term vitality. 5. Empower Others to Act on the Strategic Vision Matching task to talent and making sure that the right brethren, regardless or rank or tenure, are engaged for specific tasks which compliment their skills will be a key objective in the execution of this strategic plan. Grand Lodge will also encourage creativity, decision making and trying new approaches to address old problems. 6. Plan for and Create Short-term Wins Generating short-term visible successes and continually driving improvements will help to maintain enthusiasm and momentum. We will encourage the CoE s and all Lodges engaged in the strategic undertakings to recognize brethren who have made significant contribution to the Craft s long-term vitality in Ontario. 7. Consolidate Improvements As the Craft in Ontario makes progress toward its vision, Grand Lodge will promote the deployment and use of newly

24 developed CoE capabilities wherever and whenever possible. Grand Lodge will also examine old methods, and will selectively eliminate practices that are no longer in line with our new operational framework. 8. Institutionalize New Approaches Making sure that we create relationships between new behaviours and enhanced vitality, Grand Lodge will develop the leadership and methods to ensure that we continue to improve and embrace vitality as a compelling vision for the Craft, both for today s as well as future generations of Ontario Freemasons. The scope of renewal which Grand Lodge has resolved to undertake is on a scale not seen in this jurisdiction in many decades. Our aspirations, now clearly defined, communicated and shown to be relevant, do not mark the conclusion of our efforts, rather, only the start. We will continue to rearticulate our goals, strategic initiatives and long-term objectives to the membership in Ontario and focus on vitality as the means to direct our steps toward long-term success. We recognize that while this strategic plan is ambitious, it is also critical for us to be realistic in terms of what we can accomplish in a volunteer organization with a limited amount of time. Our short-term and intermediate goals represent not a final objective, but a way to take manageable steps as we make progress in connecting the present to our long-term future. A combination of enthusiasm, commitment and creative ideas will be crucial if we are to undertake sustained and meaningful change. In Conclusion It is Grand Lodge s hope and desire that our stated vision and mission, as defined in this strategic plan, connects with the members in the jurisdiction and inspires each of us to get personally involved in the drive for long-term vitality. Disparate elements of the Craft in Ontario will need to come together and work in ways not previously done. Each Masonic leader in the jurisdiction, regardless of tenure or rank, should become familiar with the key strategic themes outlined in this document and be prepared to identify areas within their realm of influence that have opportunities for improvement. By encouraging enthusiastic participation, quality delivery of commitments, and embracing the strategic themes outlined in this document at each and every level of the Masonic experience, together as a body of Ontario Masons we will successfully rebuild the West Gate. 24 Grand Lodge of A.F. & A.M. of Canada in the Province of Ontario