January 24, 2014 Revision: New
The Most Worshipful January 24, 2014 Date Plan Author Russ Johnson January 24, 2014 Page 2 of 19 Rev: New
Table of Contents 1 Cornerstones... 4 1.1 Identity... 4 1.2 Purpose... 4 1.3 Vision... 4 1.3.1 Public Image... 4 1.3.2 Masonic Image... 4 1.3.3 Working Relationships... 5 1.3.4 Functions and Services... 5 1.3.5 Growth... 5 1.3.6 Financial... 5 1.4 Critical Challenges... 6 1.4.1 Membership... 6 1.4.2 Limited Resources... 6 1.4.3 Grand Lodge Culture... 6 1.4.4 Grand Lodge Constituent Lodge Relationship... 6 1.4.5 Inconsistent Leadership... 6 2 Strategy... 7 2.1 Defining the Future... 7 2.1.1 Definition of success... 7 2.1.2 Critical challenges... 7 2.2 Establishing Priorities... 7 2.2.1 Constituent Lodge Support... 7 2.2.2 Leadership... 8 2.2.3 Governance... 8 2.3 Organizing for Success... 8 2.3.1 Organization Chart... 9 2.3.2 Delineation of duties... 10 2.4 Planning for Success... 11 3 Operating Plan Overviews... 12 3.1 Operating Plan 2014 / 2015 Building a Foundation... 12 3.2 Operating Plan 2015 / 2016 Getting the Pieces in Place... 12 3.3 Operating Plan 2016 / 2017 Making an Impact... 13 3.4 Operating Plan 2017 / 2018 Fine Tuning... 13 3.5 Operating Plan 2018 / 2019 - Success... 13 3.6 Operating Plan Highlights... 14 January 24, 2014 Page 3 of 19 Rev: New
1 Cornerstones 1.1 Identity The is a group of men that are all the Freemasons having membership in a constituent Lodge within the state of Washington. The voting members of the Grand Lodge are comprised of the elected officers of each of the constituent lodges and the past masters of those lodges. 1.2 Purpose The provides: Support, Leadership and Governance to the constituent lodges within the state of Washington. The Grand Lodge also provides liaison with other Grand Lodges throughout the world. 1.3 Vision In 2019, Masonry in Washington is growing in membership and has the public perception as an honorable and positive influence on society. Masonic events are well attended and considered of great value by their members. Lodges are providing inspirational education programs that are both thought provoking and highly anticipated. Individual lodges work together to expand their capabilities and share their unique talents. Masons have a sense of élan and camaraderie with other Masons in their lodge and across the state. The is a viewed by the Masonic community as a supportive organization. Its repository of educational materials and the best practices of its constituent lodges are of great value to the individual lodges. The Grand Lodge supports the efforts of the member lodges and is a source of consultative services to assist member lodges in being successful. The Grand Lodge Officers are seen as prudent and effective leaders that guide the fraternity by precept and example. The vision is expended and delineated into the following concepts: 1.3.1 Public Image a. Masonic Lodges are well known and respected within their communities. b. Lodges are having a significant and positive impact in their communities. c. Masonry is a source of ethical inspiration for their communities. d. Masonic Lodges are known and respected within their communities for their philanthropic contributions and. e. Masonic Lodges are known as one of the greatest forces for good in our respective communities 1.3.2 Masonic Image a. Masonic Lodge meetings and are exceeding the expectations and desires of all Brothers with good attendance and enjoyment. b. Lodges are enriching its members through quality education programs. January 24, 2014 Page 4 of 19 Rev: New
c. Lodges members have a strong sense of élan and camaraderie with other Masons. d. Masonry is a source of ethical inspiration for members. e. Masons are not only members and participate in their Blue Lodges but also in other Concordant Bodies. 1.3.3 Working Relationships a. Individual lodges work together with other lodges to expand their capabilities. b. Lodges share their unique talents with other lodges. 1.3.4 Functions and Services a. The Grand Lodge has a library of highly valued educational programs used by the lodges. b. The Grand Lodge is respected as an effective support organization for Lodges. c. The Grand Lodge researches and distributes best practices on numerous subjects involving lodge operations and management. d. The Grand Lodge provides consultative experts to lodges to assist with their most challenging issues. e. The Grand Lodge provides self-improvement and leadership training for those members that have advanced beyond the Master of their lodge, and prepares them for positions of greater responsibility within the fraternity. f. The Grand Lodge provides an example of the leadership that should be found in every Masonic Lodge in the jurisdiction. g. The Grand Lodge Officers are seen as prudent and effective leaders that guide the fraternity by precept and example. h. The Grand Lodge is providing leadership, support, administrative guidance, and acknowledgement of accomplishment to the Lodges in the jurisdiction. 1.3.5 Growth a. Masonic membership within the jurisdiction is growing in real numbers. b. Masonic membership is attracting younger members. c. The average age of the Masonic membership is decreasing. 1.3.6 Financial a. The Grand Lodge s revenues exceed its expenses. b. Grand Lodge is able to provide assistance to constituent lodges. c. Constituent lodges are financially stable. January 24, 2014 Page 5 of 19 Rev: New
1.4 Critical Challenges The critical challenges are the greatest problems and issues facing Masonry today. First and foremost, they are the issues that are threatening the survival of the institution followed by those that impact the attainment of the vision. 1.4.1 Membership With the number of Masons in the jurisdiction declining and the advanced average age of Washington State Masons, the most pressing problem facing Masonry today is membership. The decline in real membership numbers must be halted to prevent Masonry from fading out of existence in the short term. The average age of Washington State Masons needs to be significantly reduced to ensure the long-term health of the organization. 1.4.2 Limited Resources The number of challenges far out stripes the resources available, both financial and human, to resolve them. The key to success is to prioritize and focus the limited resources on resolving the most threatening challenges, resolve them and then focus on the next challenge. 1.4.3 Grand Lodge Culture The Grand Lodge organization needs to reorient its culture from primarily governance to primarily supportive of the constituent lodges. This cultural change is the key to the Grand Lodge s success in the future. While governance is an important role of the Grand Lodge, Washington State Masonry is in far more need of help rather than government. The limited resources within the Grand Lodge need to be refocused on support roles rather then governance roles. 1.4.4 Grand Lodge Constituent Lodge Relationship The relationship between the Grand Lodge and the constituent lodges requires repair. The resources available to many constituent lodges are insufficient to address the numerous challenges they are facing. Only through cooperating with and learning from other lodges can many lodges overcome these threatening problems. The Grand Lodge needs to be the facilitator of these efforts and the source of expertise for the lodges. Before the Grand Lodge can provide these essential services, the relationship between the Grand Lodge and the constituent lodges needs to be greatly improved. 1.4.5 Inconsistent Leadership An inherent weakness in the operation of the Grand Lodge is the annual change of leadership. While this limits the risk of an individual having a substantial negative impact on the organization, it also limits the any one team can have. Many of the challenges facing Washington State Masons require more than one year of consistent actions to address. The Grand Lodge leaders will need to work as teams to address these challenges. Each officer needs to understand and support their roles and execute on the actions required during their tenure. Five to ten year plans will be required rather than single year plans. January 24, 2014 Page 6 of 19 Rev: New
2 Strategy Section 1 outlines the key foundation stones of the organization is and the vision for its future. The critical challenges to the attainment of the vision were also outlined. This section describes the strategy to overcome the challenges and attain the vision. 2.1 Defining the Future The first step in developing a strategy and plan is to identify the major efforts that are required to progress the organization from its current state to the envisioned state. 2.1.1 Definition of success Through the vision statement in section 1.3, the Grand Lodge has defined success. From this vision, specific plans have been developed to guide the organization s progress towards success. 2.1.2 Critical challenges The Grand Lodge has identified the critical challenges facing the organization in section 1.4. Those critical challenges are identified as: 2.2 Establishing Priorities The limited resources available to the Grand Lodge, and all member lodges, require the efficient and effective use of those resources. The organization s efforts need to be prioritized and focused on the most pressing challenges. An important part of establishing priorities and focusing efforts is the need to cut efforts not contributing to success and reassign those resources to higher priority efforts. Some efforts that that may be contributing to the attainment of the vision may also need to be cut if they are of lower priority and there are insufficient resources to perform the higher priority efforts and that effort. Any efforts not contributing to the attainment of the vision need to be stopped and those resources reassigned to higher priority efforts. The Grand Lodge established its priorities in the following order: 2.2.1 Constituent Lodge Support The Grand Lodge will develop a support infrastructure to address constituent lodge s most challenging issues. The critical challenges that constituent lodges are facing are anticipated to be: Declining membership, Lack of financial resources. January 24, 2014 Page 7 of 19 Rev: New
2.2.2 Leadership The Grand Lodge will take a leadership roil in Identifying and addressing key issues facing the Masonic community within its jurisdiction. It will define a vision for future and strategy to achieve it; then develop plans to execute on that strategy. The Grand Lodge officers will provide an example of the leadership that should be found in every Masonic Lodge in the jurisdiction by being prudent and effective leaders that guide the fraternity by precept and example. 2.2.3 Governance The Grand Lodge will monitor member lodge for compliance with the Washington Masonic Code and advise member lodges on conformance issues. 2.3 Organizing for Success The structure of the Grand Lodge will be organized and aligned with the priorities and efforts defined in the strategy. To best utilize the limited resources and focus on critical challenges, the Grand Lodge will restructure as follows: January 24, 2014 Page 8 of 19 Rev: New
2.3.1 Organization Chart Executive Committee Support Services Masonic Leadership Masonic Governance Grand Lodge Administration Grand Lodge External Relations Membership Development Leadership Training Legal Advisors Communications Public Relations Financial Services Long Range Planning Jurisprudence Credentials Masonic Relations Research, Education & Training Code Commission Technology Community Out Reach Lodge Management Services By Laws Finance Legal Services Grieveance & Appeals Library & Museam Fellowship Masonic Trials Services January 24, 2014 Page 9 of 19 Rev: New
2.3.2 Delineation of duties 2.3.2.1 Support Services a. Membership Development i. Applicant Identification and Encouragement ii. Retention b. Financial Services i. Controls ii. Budgeting iii. Fund Raising c. Research, Education and Training i. Leadership Training ii. Ritual Classes iii. Masonic Education Programs d. Lodge Management Services e. Legal Services i. Temple board ii. By Laws f. Fellowship Services 2.3.2.2 Masonic Leadership a. Leadership Training b. Long Range Planning 2.3.2.3 Masonic Governance a. Legal Advisors b. Jurisprudence c. Code Commission d. By Laws e. Grievance and Appeals 2.3.2.4 Grand Lodge Administration a. Communications i. Correspondence ii. Masonic Tribune b. Credentials c. Technology d. Finance e. Library and Museum 2.3.2.5 Grand Lodge External Relations a. Public Relations i. Press Coverage ii. Website iii. Public Materials January 24, 2014 Page 10 of 19 Rev: New
b. Masonic Relations i. Fraternalism 1. Inter-Lodge Relations & Events ii. Concordant &Appendant Organizations iii. Masonic Youth iv. Endowment for the Masonic Home Fund c. Community Outreach i. Community Improvement ii. Family Involvement iii. Charity iv. Children Identification Program (CHIPS) v. Military Recognition vi. Public Schools Outreach 2.4 Planning for Success Once the Grand Lodge has been restructured around its priorities, the efforts required to attain the vision can be refined and flowed down through the organization. Annual goals and objectives for each of the committees can then be identified and detailed execution plans developed. January 24, 2014 Page 11 of 19 Rev: New
3 Operating Plan Overviews 3.1 Operating Plan 2014 / 2015 Building a Foundation The primary focus of this year is to organize and begin building an effective support system. Once the support services committee is formed and staffed it will begin researching constituent lodges to determine: The lodges most pressing challenges, Which lodge have overcome these challenges, and Identifying the key talent within the successful lodges that may be able to assist the other lodges. The results of this research will be documented, analyzed and presented in the form of case studies and best practices then made available to the constituent lodges. Additionally, Support Services will provide consultative services to lodges requesting assistance by utilizing the known talent within the jurisdiction at the time of the request. At the same time the Public Relations subcommittee of Grand Lodge External Relations will begin forming relationships with the local media centers enabling them to have media coverage of media worthy events. This committee will also research the within the constituent lodges for potential media opportunities and lodges who are successful in obtaining media coverage. The results of this research will be made available to the constituent lodges in the form of case studies and best practices. The Masonic Relations subcommittee of Grand Lodge External Relations will begin researching to find lodges with a high sense of élan and camaraderie. Making the results of this research available to the constituent lodges in the form of case studies and best practices. The Technology committee will research the technological needs of the other committees and provide solutions that improve productivity and. The Technology committee will also research constituent lodges to find lodges that are utilizing technology to improve productivity and, making those results available to the constituent lodges in the form of case studies and best practices. All other committees will function as directed by the Washington Masonic Code and the direction of the. 3.2 Operating Plan 2015 / 2016 Getting the Pieces in Place In this year the Support Services committees will continue with the efforts started in the previous year. The research methodologies will be expanded to include visiting constituent lodges and the use of periodic Think Tanks to generate more valuable best practices. The main focus will shift from research to the provision of the support materials to the constituent lodges by expanding the libraries of case studies and best practices. Training sessions of best practices will be developed and presented via group seminars. The Ad Hoc consultancies will January 24, 2014 Page 12 of 19 Rev: New
be replaced with vetted consultants of the key personnel drawn from successful lodges and subject matter experts. The Public Relations subcommittee will begin an active effort to search both Grand Lodge and constituent lodge for media worthy events; then utilize the media relationships formed the previous year to maximize media coverage of Masonic events. The Public Relations committee will also expand its research to include Think Tanks on increasing the media exposure of Masonry with the jurisdiction. Key personnel from successful lodges and subject matter experts will provide consultancies services. The Masonic Relations subcommittee will expand its efforts and become more proactive in developing and sponsoring events that create a sense of élan and camaraderie while developing and promoting inter-lodge. Key personnel from successful lodges and subject matter experts will provide consultancies services. The Technology committee will expand its research to include Think Tanks on how to utilize technology to improve productivity and within all lodges. The Ad Hoc consultancies will be replaced with vetted consultants drawn from the key personnel from successful lodges and subject matter experts. All other committees will function as directed by the Washington Masonic Code and the direction of the. 3.3 Operating Plan 2016 / 2017 Making an Impact Continuing with the efforts started in previous years the Support Services committee will further expand its libraries and training sessions; this year providing templates and tools where applicable and providing training session to individual lodges in need of assistance. All other committees will function as directed by the Washington Masonic Code and the direction of the. 3.4 Operating Plan 2017 / 2018 Fine Tuning The efforts started in previous years continue to be expanded upon. No new are introduced this year, but the previous efforts are and fine tuning for optimal and efficiency. 3.5 Operating Plan 2018 / 2019 - Success This year continue expansion and fine-tuning, but also starts the next cycle of long term planning. January 24, 2014 Page 13 of 19 Rev: New
Strategy for 2014 through 2018 2.6 Operating Plan Highlights Support Services Membership Development Financial Services Research, Education and Training Lodge Management Services 20-14 2015 Building a Foundation Research recruiting and retention practices in lodges Begin Providing Support o Case Studies o Best Practices o Ad Hoc Consultancies Research financial controls, budgeting and fund raising practices in lodges Begin Providing Support o Case Studies o Best Practices o Ad Hoc Consultancies Begin developing Masonic educational programs Begin developing support educational programs Traveling speakers Periodic training sessions Research well managed lodges Begin Providing Support o Case Studies o Best Practices o Ad Hoc Consultancies 2015 2016 Getting The Pieces in Place o Lodge visits o Think Tanks o Group Seminars o Vetted Consultancies o Lodge visits o Think Tanks o Group Seminars o Vetted Consultancies o Lodge visits o Think Tanks o Group Seminars o Vetted Consultancies 2016 2017 Making an Impact o Templates o Tools o Individual Lodge Training o Templates o Tools o Individual Lodge Training o Templates o Tools o Individual Lodge Training 2017 2018 Fine Tuning years years years years 2018 2019 Success years years years years January 24, 2014 Page 14 of 19 Rev: New
Strategy for 2014 through 2018 Legal Services Fellowship Services Masonic Leadership Leadership Training Long Range Planning Masonic Governance Legal Advisors 20-14 2015 Building a Foundation Research potential legal issues for lodges Begin Providing Support o Best Practices o Ad Hoc Consultancies Research lodges with highly attended programs Begin Providing Support o Case Studies o Best Practices o Ad Hoc Consultancies Wardens Conference Lodge Proficiency Training Monitor progress Recommend changes to operating plans Identify potential legal issues for Grand Lodge Provide guidance and support 2015 2016 Getting The Pieces in Place o Group Seminars o Vetted Consultancies o Lodge visits o Think Tanks o Group Seminars o Vetted Consultancies 2016 2017 Making an Impact o Templates o Tools o Individual Lodge Training o Templates o Tools o Individual Lodge Training 2017 2018 Fine Tuning years years years years years 2018 2019 Success years years years years years January 24, 2014 Page 15 of 19 Rev: New
Strategy for 2014 through 2018 Jurisprudence 20-14 2015 Building a Foundation 2015 2016 Getting The Pieces in Place 2016 2017 Making an Impact 2017 2018 Fine Tuning As directed by WMC and Grand Master Revise procedures for 2018 2019 Success As directed by WMC and Revise procedures for Code Commission As directed by WMC and Grand Master Revise procedures for As directed by WMC and Revise procedures for By Laws As directed by WMC and Grand Master Revise procedures for As directed by WMC and Revise procedures for Grievance and Appeals As directed by WMC and Grand Master Revise procedures for As directed by WMC and Revise procedures for January 24, 2014 Page 16 of 19 Rev: New
Strategy for 2014 through 2018 20-14 2015 Building a Foundation Grand Lodge Administration Communications Provide timely & efficient communications Masonic Tribune Credentials Technology Identify technology requirements of Grand Lodge committees Research lodges with effective use of technology Begin Providing Support o Case Studies o Best Practices o Ad Hoc Consultancies Finance 2015 2016 Getting The Pieces in Place o Vetted Consultancies 2016 2017 Making an Impact 2017 2018 Fine Tuning years years years years 2018 2019 Success years years years years Library and Museum years years January 24, 2014 Page 17 of 19 Rev: New
Strategy for 2014 through 2018 20-14 2015 Building a Foundation Grand Lodge External Relations Public Relations Develop image/brand Develop public message Identify media opportunities Research media worthy events at lodges Establish relationships with media centers Present media worthy events to media centers Begin Providing Support o Best Practices o Ad Hoc Consultancies Masonic Relations Research lodges with high sense of élan and camaraderie Begin Providing Support o Case Studies o Best Practices o Ad Hoc Consultancies o Program that promote camaraderie Develop programs interlodge programs Coordinate program with Masonic Youth and Concordant bodies 2015 2016 Getting The Pieces in Place o Think Tanks o Think Tanks 2016 2017 Making an Impact 2017 2018 Fine Tuning years years 2018 2019 Success years years January 24, 2014 Page 18 of 19 Rev: New
Strategy for 2014 through 2018 Community Outreach 20-14 2015 Building a Foundation Research lodge with positive impact on communities and families Develop Grand Lodge programs that reflect positively on Masonry Begin Providing Support o Case Studies o Best Practices o Ad Hoc Consultancies Review Charity involvement 2015 2016 Getting The Pieces in Place o Vetted Consultancies 2016 2017 Making an Impact 2017 2018 Fine Tuning years 2018 2019 Success years January 24, 2014 Page 19 of 19 Rev: New