DISTRICT DEPUTY GRAND MASTER SOLUTIONS MANUAL

DISTRICT DEPUTY SOLUTIONS MANUAL Grand Lodge of Kansas A.F. & A.M. 320 SW 8th Avenue Topeka, Kansas 66603‐3912 Telephone: (785) 234.5518 Facsimile: (785) 357.4036 om@kansasmason.org

TABLE OF CONTENT INTRODUCTION ...................................................................................................... 1 HOW TO USE THIS MANUAL .................................................................................... 3 CAUTION! ........................................................................................................... 3 FALL FEEDBACK ................................................................................................... 3 CONCLUSION ...................................................................................................... 4 SECTION 1 – GENERAL INFORMATION ..................................................................... 5 ISSUE ‐ LODGE WILL NOT COMPLETE REPORT ..................................................... 5 Lodge will meet with DDGM but does not want to complete report ............... 5 Lodge will not meet with DDGM .................................................................... 5 SOLUTIONS: ........................................................................................................ 5 Lodge will not cooperate in completing report ............................................... 5 SECTION 1 FEEDBACK ‐ GENERAL ........................................................................ 6 Feedback ‐ General. ........................................................................................ 6 SECTION 2 ‐ MEMBERSHIP ...................................................................................... 7 ISSUE ‐ DECLINING MEMBERSHIP ....................................................................... 7 Suspension for Non‐Payment of Dues ............................................................ 7 Active members on the roles, but no one shows up for Lodge ........................ 7 SOLUTIONS: ........................................................................................................ 7 Make Personal Contact. ................................................................................. 7 Identify unmet expectations. ......................................................................... 7 Plan non‐business meetings. .......................................................................... 7 Shorten the business meeting and promote the change. ................................ 8 SECTION 2 FEEDBACK ‐ MEMBERSHIP ................................................................. 8 Feedback ‐ General. ........................................................................................ 8

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SECTION 3 ‐ OPERATIONS ....................................................................................... 11 ISSUE ‐ FINANCIAL STABILITY/INSURANCE ......................................................... 11 Budget Issues ................................................................................................ 11 Income and Expense ..................................................................................... 11 Insurance ...................................................................................................... 11 SOLUTIONS: ....................................................................................................... 11 Reduce Spending? ......................................................................................... 11 Increase Income. ........................................................................................... 12 Annual Audit ................................................................................................. 12 Insurance Review. ......................................................................................... 12 Climate Control. ............................................................................................ 12 ADA Compliance ........................................................................................... 12 Treasurer Reports ......................................................................................... 13 Responsibilities of the Master. ...................................................................... 13 Professional advice ....................................................................................... 13 SECTION 4 – RENTAL OPERATIONS ......................................................................... 15 ISSUE ‐ RENTAL OPERATIONS ............................................................................. 15 Market Rate .................................................................................................. 15 Lease Agreement .......................................................................................... 15 SOLUTIONS: ....................................................................................................... 15 Market Rate. ................................................................................................. 15 Is the existing rental agreement sufficient to address potential problems ..... 15 SECTION 5 – BYLAW REQUIREMENTS ..................................................................... 17 ISSUE ‐ BY‐LAW REQUIREMENTS ........................................................................ 17 Previous year’s Annual Report Completed? Was it on time? ......................... 17 Is the Lodge current on all Per‐Capita Tax? .................................................... 17 Does the Lodge have the Proper Working Tools?........................................... 17 Has the lodge opened the required number of times? Regular lodge = 10.

Occasional Lodge=1 ....................................................................................... 17 Warrant Displayed. ....................................................................................... 18 U.S. Flag Displayed ........................................................................................ 18 Current copy of By‐Laws. ............................................................................... 18 Constitutional/By‐Law changes ..................................................................... 18 Lodge Seal ..................................................................................................... 18 ii | P a g e

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SECTION 6 – LODGE MEETINGS .............................................................................. 19 LODGE MEETINGS .............................................................................................. 19 Lack of Attendance at Meetings .................................................................... 19 Style of Dress ................................................................................................ 19 SOLUTIONS: ....................................................................................................... 20 Lack of Draw for meeting attendance ............................................................ 20 Age/Health/Transportation ........................................................................... 20 Style of Dress ................................................................................................ 20 SECTION 7 – ESOTERIC WORK ................................................................................ 21 ISSUE ‐ DECLINING RITUAL COMPETENCY .......................................................... 21 Lack of Officer Proficiency ............................................................................. 21 New Masons ................................................................................................. 21 SOLUTIONS: ....................................................................................................... 21 LODGE CAN’T OPEN/CLOSE, or LODGE CAN’T OPEN/CLOSE WITHOUT OPEN CIPHERS ........................................................................................................ 21 LODGE CAN’T CONFER DEGREES .................................................................... 22 LODGE NEEDS TO IMPROVE HOW THEY CONFER DEGREES ............................ 22 SECTION 7 FEEDBACK – ESOTERIC WORK ........................................................... 23 Make the Ritualist Proficiency Program a Lodge Goal. ................................... 23 Trice Robison Award ..................................................................................... 23 Unable to perform Degree work .................................................................... 23 Lodges CAN Perform Degree Work if They Work at It .................................... 23 SECTION 8 – LODGE COMMUNICATIONS ................................................................ 25 ISSUE ‐ LODGE COMMUNICATIONS .................................................................... 25 Internet Access/Technology .......................................................................... 25 Internet Presence .......................................................................................... 25 SOLUTIONS: ....................................................................................................... 25 Internet Access/Technology .......................................................................... 25 Internet Presence .......................................................................................... 25

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SECTION 9 – MASONIC EDUCATION ....................................................................... 27 ISSUE ‐ MASONIC EDUCATION ........................................................................... 27 Weak or Missing Education Program ............................................................. 27 SOLUTIONS: ....................................................................................................... 27 Where to begin when there is nothing to build on ........................................ 27 Grand Lodge Education Courses .................................................................... 27 SECTION 10 – CONDITION OF PREMISES................................................................. 29 CONDITION OF PREMISES .................................................................................. 29 Exterior Maintenance Issues ......................................................................... 29 Interior Cleaning Issues ................................................................................. 29 SOLUTIONS: ....................................................................................................... 29 Hire a custodian. ........................................................................................... 29 Solicit Volunteer Cleaning. ............................................................................ 29 Conduct Regular Lodge Work Days. ............................................................... 29 Repair or Remodel. ....................................................................................... 29 APPENDIX A ............................................................................................................ A APPENDIX B ............................................................................................................ G APPENDIX C ............................................................................................................. I

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INTRODUCTION Just like a trouble‐shooting manual for a commercial product, this manual provides suggestions for commonly encountered problems in lodges. It is organized in sections corresponding to the sections of the DDGM report and it provides basic suggestions to be given to lodges in the Fall Feedback visit.

It is important to note that none of these suggestions are a “magic bullet” or cure‐all to common lodge problems. It is equally important to note that these are suggestions – not orders. It is not, nor has it ever been, the position of the Grand Lodge that it can somehow order lodges to adopt its suggestions. Rather, the Grand Lodge stance on lodge issue is: provided the issue is not a violation of Kansas Masonic Law, the Grand Lodge will offer help and suggestions consistent with its mission, but it cannot force lodges to do something the members of that lodge don’t want to do.

Thus, there will be some lodges who simply do not wish to change, or modernize or adopt new methods going forward. In some lodges, with acute problems, that resistance to change will, more than likely spell the demise of that lodge. In those situations, Grand Lodge must, sadly, watch those lodges go dark.

For those lodges who do wish to take advice to improve their situations, this manual can be very helpful indeed, introducing new ideas which may not have been previously considered, or providing validation to lodge members or officers that improving things in the lodge are attainable.

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HOW TO USE THIS MANUAL This manual is broken up into sections that correspond to the sections of the report. 

Material printed in blue print is Grand Lodge instructions and advice to you, the District Deputy. This is not advice for you to give to the lodges.



Material printed in red type is the solutions you can give to the lodges, if applicable to their specific situation.

For those of you who use the computer, this manual is designed so that you can cut and past the red portions of this manual directly onto the feedback form and give it to the lodge in written form.

After completing the spring visit, the DDGM should forward his report to the Grand Lodge and his ADGM. Spring Reports must be completed and forwarded to the ADGM no later than St. John the Baptist Day (June 24). When the ADGM receives the report, he will review it and contact the DDGM to set up a meeting to “staff” the reports. Staffing simply means he and the DDGM will discuss each lodge, go over any problems, and begin a separate write‐up for each lodge on the Fall Feedback form (included in the DDGM manual) addressing any problems with solutions from this manual.

Simply look at areas of your report and match them up to issues and feedback found here. Thus, if the lodge can’t perform the opening ceremonies properly, consult the feedback found in Section 7, pick which ones are appropriate to the lodge’s particular situation, and write them down.

CAUTION! Criticism, even when constructively given, is not always welcome, and some lodges, or lodge members may take umbrage at the problems you have identified. Stress that the Spring Report and the Fall Feedback are not designed to hurt anyone’s feelings any more than a physical examination at the doctor’s office is designed to hurt anyone’s feelings. If you let the members know that you are there to offer advice as a friend, and not as a critic, most members will respond in a positive and agreeable manner.

Also be aware that a great many problems occur in lodges for one reason alone: lack of financial resources. This is caused in most instances by a dwindling membership base, which translates into not enough dues receipts in the treasury, but there may be other reasons, as well. Regardless, be alert to the fact that lodges with a lot of issues will inevitably need solutions and suggestions on ways to increase their financial resources.

FALL FEEDBACK When that write‐up is completed, run it by your ADGM so he can look it over. At that point you are ready to schedule your Fall Visit. At that visit, following your official reception, you will then take the floor and orally report on your findings from the Spring talking to the lodge about the solutions you suggest they adopt to make improvements. The format of that visit and talk are up to you, but most DDGM’s will give a short summary of the report, passing out copies so the lodge can look at it, and inviting questions. Following questions answer those questions and work in your solutions. All Fall feedback must be completed and reported to your lodges by no later than St. John the Evangelist Day (December 27).

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CONCLUSION Remember, not every problem you encounter will have a solution to be found in this manual. But, you should work diligently to provide suggestions and advice to every problem that each lodge presents. Part of your job as a DDGM is to help us add to creative, practical solutions (that may not have been thought up yet). If you and your ADGM hit on a good solution that isn’t found in this manual, advise Grand Lodge so we can include it in a subsequent revision. In so doing, you will building this manual each year, adding to the collective wisdom and helping our lodges succeed.

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SECTION 1 – GENERAL INFORMATION Please fill out the general information for the lodge to the extent you are able. In the event you have missing information (e.g. Master’s phone number), please get that info from the lodge and include it in your report.

In general, there will be no feedback given to the lodge concerning Section 1 besides general feedback unless the lodge is uncooperative with your reporting efforts. See below.

ISSUE ‐ LODGE WILL NOT COMPLETE REPORT LODGE WILL MEET WITH DDGM BUT DOES NOT WANT TO COMPLETE REPORT A dialogue is open, but the Lodge is unwilling/unable to provide information

LODGE WILL NOT MEET WITH DDGM Lodge will not respond to DDGM regarding visit and/or does not meet

SOLUTIONS: LODGE WILL NOT COOPERATE IN COMPLETING REPORT Determine if this is an issue with Grand Lodge or with the DDGM? If Issue is with DDGM  ADGM can meet with lodge officers and attempt to resolve the issues.  Contact other Lodge officers if the issue is with a Secretary or Master who does not wish to cooperate.  Provide as much detail in DDGM report as possible and reasons why more is not available.  DO NOT BE THE BAD GUY AND TRY TO THREATEN OR COERCE THE LODGE – report the facts to your ADGM and he will insure the proper steps are taken.

Lodge will not meet with DDGM  Contact other local Lodges and see if there are members who can provide insight on the Lodge status.  If letters or emails do not get a response, make a phone call or a personal visit to the Master/Secretary to determine the reasons behind a lack of response.  Provide as much detail in DDGM report as possible and reasons why more is not available.  DO NOT BE THE BAD GUY AND TRY TO THREATEN OR COERCE THE LODGE – report the facts to your ADGM and he will insure the proper steps are taken.

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SECTION 1 FEEDBACK ‐ GENERAL FEEDBACK TO BE INCLUDED FOR ALL LODGES THAT EXPERIENCE THESE DIFFICULTIES. FEEDBACK ‐ GENERAL.  The information requested on the DDGM’s Spring Visit report is very important. Grand Lodge needs this information to assist the Lodge in areas where they have fallen back or are struggling.  In many instances, lodges can receive the suggestions from the DDGM and begin making plans for improvements on their own.  In some instances, the lodges may be resistant to all attempts at change, particularly lodges which are not meeting regularly or at all. Note this information on the report and call it to the attention of the ADGM.  For those lodges that want to revive, but who are having difficulty taking the lead themselves, the Grand Lodge may be able to assist. Note this on your report and alert your ADGM. If the lodge is truly receptive to Grand Lodge’s assistance, the Grand Lodge, in concert with the ADGM/DDGM and the Lodge Officers, can devise a plan to help the Lodge in areas where they need help. Almost every Lodge needs help somewhere. Ritualistic, membership, finances, Lodge building, etc.

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SECTION 2 ‐ MEMBERSHIP ISSUE ‐ DECLINING MEMBERSHIP SUSPENSION FOR NON‐PAYMENT OF DUES If the Lodge is seeing large numbers of SPND’s investigate this thoroughly to determine the reasons.

Does the Lodge make personal contact with Brothers who are behind in dues payments? Often a phone call or face to face meeting will make a world of difference in a situation like this when form letter after form letter gets no response.

ACTIVE MEMBERS ON THE ROLES, BUT NO ONE SHOWS UP FOR LODGE Many Lodges have 50, 100 or more members on the roster; however frequently do not have enough people attending meetings to really accomplish work. A man will not attend the Lodge meeting if he doesn’t get anything out of it. What kinds of things is your membership interested in? Why did they join the Lodge? What were their expectations? Why do they feel that isn’t being met? Transportation issues?

SOLUTIONS: MAKE PERSONAL CONTACT. When dealing with non‐payment of dues, if at all possible make personal contact. Face to face meetings are preferred, but not always practical. Make phone contact if a face to face meeting is not possible. Do not be offended by someone’s desire to no longer be a member, but if they are truly not interested use this as an opportunity to identify what expectations they had that are not being met by the lodge. In accordance with by‐law 4‐306A: “Lodge Dues‐‐Notice to Delinquent Members‐‐Not later than the first Stated Communication in October, prior to the Annual Communication of the Lodge, the Master will obtain from the Secretary, a list of delinquent members. The Master will contact each delinquent member, preferably in person, and encourage him to remit his dues and further explain the adverse effects that being suspended will cause. It shall further be the inherent duty of the Master to inquire into the reason(s) the delinquent brother will not or cannot remit his dues. A determination will then be made to see if the reasons or inabilities to pay said dues falls within the realms of By‐Law 4‐307, Remission of Dues. (Adopted 1991)”

IDENTIFY UNMET EXPECTATIONS. Set a committee to poll dues paying members who are not active in the Lodge can give insight into what those members are expecting but not getting out of the Lodge. Understand that not every Mason has a desire to be a part of the operations of the Lodge or be involved in ritual work, however often they will identify things that do interest them and can tell you what programs or events would make Lodge nights “worth their time”.

PLAN NON‐BUSINESS MEETINGS. Plan a meal for the Lodge and invite the members to bring their family. Bring in an outside speaker to provide an interesting program. Schedule an outing to somewhere of interest to the Brethren. If the only Lodge functions are only for meetings or working it is easy to understand why no one wants to show up.

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SHORTEN THE BUSINESS MEETING AND PROMOTE THE CHANGE. Just because stated meetings have always been long and boring doesn’t mean they have to stay that way. By using the consent agenda, lodges can shorten the business portion of the stated meeting and leave room for Masonic education in a tiled setting, or call off and have a discussion, movie, speaker, or program about non‐Masonic subjects, consistent with the landmarks and values of our Order. The list of Non‐Masonic activities are almost endless:Practical How‐to’s on a variety of subjects of interest to the members:  

Practical How‐to’s on a variety of subjects of interest to the members Fun activities: o



Movies, Masonic films on YouTube (there are a lot), or sitting down and watching a ball game

Educational presentations: o

Facebook 101

o

How to tie a bow tie

o

Cigar night

If the lodge decides to shorten the business meeting, it should advertise and promote that fact to try to boost attendance.

STOP READING THE MINUTES ALOUD (IF CHECKED IN SEC 6)

SECTION 2 FEEDBACK ‐ MEMBERSHIP FEEDBACK TO BE INCLUDED FOR ALL LODGES THAT EXPERIENCE THESE DIFFICULTIES.

FEEDBACK ‐ GENERAL. Financial problems.

Lodges with financial problems should first look at the root of the problem. All lodges get income from two sources: fraternal income (dues and fees) and fundraiser income. Some lodges also receive an additional source of income from being a landlord. If income does not equal or exceed outflow, the lodge is in financial trouble.

As detailed below, lodges in financial trouble face some hard choices:  Trim expenses  Raise dues/fees  Raise rent on tenants  Eliminate or reduce charity spending until problem is under control Rarely are financial problems cured by raising more members at the expense of tackling financial problems head‐on. The Kansas Masonic Foundation is also a valuable resource that local lodges should not under estimate the benefit and experience it has in this area. Specific fund raising seminars that are geared to assist local lodges are available. Point of contact for this opportunity is Bob Shively his email address is bob@kansasmasonic.foundation .

Disharmony.

Some lodges are experiencing problems due to disharmony among the membership. The DDGM as an outside “neutral party,” can be a good mediator to resolve these issues and lodge members should feel free to contact the DDGM or the ADGM and request assistance.

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Leadership Issues.

Many lodges in trouble also face a shortage of leaders, or are taxing their old leaders to extremes, electing them year after year, even when asked not to. Lodge leaders must plan for their own succession, maybe staying on a year or two until a new leader can be brought up to speed. Lodges should take advantage of the Grand Lodge Leadership Academy, and send their officers to this valuable training.

Dues and Fees.

Look at the dues/fees information collected in Section 2. If the dues are less than $50 a year (including per capita tax), the lodge should consider raising them. Likewise, inquire when the last time dues were raised. If the dues have not raised in the last five years, the lodge should be encouraged to revisit that issue.

If dues need to be raised substantially, consider a progressive increase over multiple years (ex. $5 per year over 5 years). This may be easier for the membership to accept.

SNPD Issues An active and aggressive effort needs to be made to prevent suspension for non‐payment. Make personal contact, often a face to face discussion will yield positive results. Determine the reasons for non‐payment. If a financial need exists consider remittance of dues by the Lodge for the brother in need.

Officers not showing up.

Lack of officer involvement can become a serious problem. Inquire to the Master if the officers normally attend. If they do not, remind the Master that his appointed officers can, and should be, replaced if they are unable to fulfil their duties. Although every Mason is instructed that Masonry should not interfere with the duty he owes to God, his country, his neighbor or his family, a lodge officer’s calling is much higher than just a sitting member and requires a greater commitment of time and energy.

Prepaid Perpetual Life Membership PPLM’s will benefit not only the Lodge, but the Member as well. Purchase of a PPLM provides ongoing income for the Lodge forever, and protects the member from dues increases.

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SECTION 3 ‐ OPERATIONS ISSUE ‐ FINANCIAL STABILITY/INSURANCE BUDGET ISSUES Like it or not, lodges are businesses. Most Masons do not consider lodges a business, but they are.

The business they are in is providing a fraternal experience for their members. Lodges that do not operate as a business are asking for trouble. Creating a budget is critical to financial stability whether you are dealing with a family, a lodge, a business, or government.

INCOME AND EXPENSE Sources of income and Lodge expenses need to be identified. Every Lodge receives income from member’s dues. What other sources of revenue can you identify for the Lodge? Is there rental income, or other sources of income? Look at expenses as well utilities, taxes, insurance, and upkeep.

A good way to gather this information is from financial statements. Where has the money come from in the last year, and what does the Lodge spend money on. Keep in mind, the operations of the lodge should be financed by steady known reliable income, not from fundraisers. Fundraisers should be reserved for philanthropy purposes.

Once Income and expenses have been identified and listed, they need to be categorized:     

Charity Utilities Maintenance and upkeep Insurance Per‐Capita

INSURANCE Does the Lodge have premises and/or liability Insurance? When was the last review of the policy? Is the insured amount commensurate with the value of the building/contents?

SOLUTIONS: REDUCE SPENDING? Do you bring in as much or more than you spend? If not are there expenses that can be cut? Does the lodge have a phone line that is never used? Is the lodge over‐extending its finances to charity?

Can you get members to take on a rotating cleaning schedule and cut the cost of a cleaning service?

Does the lodge go dark in the summer to decrease utility bills? Can the lodge improve the efficiency of the building to decrease the utility bills?

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INCREASE INCOME. What can the Lodge do to increase revenue? Is there a service that the Lodge can perform for the community to supplement income? Does the Lodge have space that can be rented out for income, and if so, is the space rented out for a fair market value? Can the expenses be split by another entity?

A dues increase is never a popular subject but, is it time to consider increasing dues to keep up with inflation and the cost of running the lodge? A fundraiser could be used to get a lodge out of trouble while you are implementing the new budget but do not rely on fundraisers to keep the lodge running.

ANNUAL AUDIT For the protection of the Treasurer/Secretary/Master as well as peace of mind for the Lodge members an Annual Audit is of the utmost importance. Consider Local resources within the Lodge or in nearby Lodges or contact DDGM/ADGM for assistance finding an independent auditor.

INSURANCE REVIEW. Meet with insurance agent or a Lodge member who deals with property/casualty/liability insurance and review current policy to evaluate coverage and identify weaknesses. In addition it is a good thing to get insurance quotes every other year or so, this keeps the Insurance companies honest.

CLIMATE CONTROL. It is very important to have adequate climate control for the lodge. You will not be able to get or maintain good attendance at lodge meetings in a building that is too hot or too cold to be comfortable in. You might have the best presentations in the state but if the lodge room is not comfortable you will not have their attention or be able to get them to return for the next meeting.      

If your lodge is having trouble with their HVAC unit we have members all over the state that can help in fixing an old unit or install a new energy efficient unit.

Install a programmable thermostat.

Consider installing a more efficient furnace and AC for long term savings.

Fans can save money when placed properly around the lodge by eliminating hot and cold spots in the lodge.

Replace inefficient light bulbs that add heat in the summer and waste electricity.

Evaluate the insulation in your building and add where it is needed. Look for leaks around doors and windows.

ADA COMPLIANCE There are over 54 million Americans who have a disability. That’s nearly 19%, or one in every five residents. This number continues to grow as a larger percentage of our population acquires disabilities, often as a result of aging or disabilities incurred in combat. With many of our members having disabilities it is important for us to have lodges that are accessible to them. We need to make it as easy as we can for our members with disabilities to attend lodge with us.   

a. Install wheelchair and handicap access for visitors and members if the Lodge has elevated entrance ways. b. Just because you may have a stair lift does not necessarily mean your own members will come to lodge. c. Don’t forget to address poor lighting on the outside of the building and parking areas. You may even save on your Insurance.

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TREASURER REPORTS It is the responsibility of the Treasurer to file a report of activities completed between meetings. The Treasurer’s report is an accounting to the membership of the changes that have occurred in the financial condition of the Lodge during the previous month. This report is a summary of the income and expenses over the last month.  



A monthly treasurer’s report holds the treasurer accountable and lets the lodge members know that someone is keeping track of lodge finances.

Send one out to all members by newsletter or email so that everyone will see the actual income and expenses of your lodge. It will be easier to get your brothers to understand when you need to have a fundraiser, raise your dues or add an assessment. Many brothers see how much you take in at that pancake breakfast without understanding the true cost (building use, food and supplies, extra utility cost, cleaning etc.)

Without an accurate, complete and detailed report of previous expenses any budgeting that the Lodge may try is simply at best a guess and will be difficult to adhere to.

RESPONSIBILITIES OF THE MASTER. We are all brothers and take an oath not to cheat wrong or defraud a Lodge or Brother Mason, however mistakes and theft from the lodge accounts do occur. Simply having both the Master and the Treasurer sign all checks will help prevent theft. It is also requirement of by‐law 3‐308 that the Master countersign all warrants.   

The Lodge should have their bank account setup to require two signatures on all checks.

As Master you should visit with the Secretary and Treasurer. Keep track of the books in your lodge.

Use a budget and plan for the year. If your lodge has a Secretary/Treasurer as one officer you should ask the bank to send a statement to you as well.

PROFESSIONAL ADVICE Every year, thousands of dollars likely move in and out of your Lodge’s bank account. The treasurer oversees all of this activity, but the entire board of trusties is responsible for the care of the money and to ensure that it is being handled properly. 



Investment management An extremely conservative approach to investing the lodge funds is prudent. A qualified investment adviser can protect your money but at the same time help it grow. Ask the Grand Lodge for a referral of an investment manager that has a masonic affiliation.

Professional audit At the end of every year, you all can ease your minds by facilitating an audit of your Lodge’s financial records (Income and Expense). o

Ideally a CPA should be hired for the audit. The professional will have insight, ideas, and experience that the typical volunteer does not. When considering hiring a professional, be prepared to spend $200 or more. Search for a firm that specializes in nonprofit organizations.

o

Regardless of who conducts your Lodge's audit, you should organize the year's financial records.

This preparation alone can highlight areas for improvement in record‐keeping and reporting (as well as reduce thecost of an audit). If you use good financial controls throughout the year, you should be able to gather the necessary information rather easily. On the other hand, if recordkeeping has not been a priority this year, be prepared to spend some time organizing your files.

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SECTION 4 – RENTAL OPERATIONS ISSUE ‐ RENTAL OPERATIONS MARKET RATE Has there been a recent evaluation of market rates for comparable rental property in the surrounding area? Are current rates in line with other properties?

The Lodge needs to be good financial stewards; Undercharging for rental space is lost potential income for the Lodge, and Overcharging reduces the Lodges ability to maintain leased space. If you have a question about whether lodge rental rates are in‐line with other rentals in the area, contact a realtor or the County Appraiser.

LEASE AGREEMENT There was once a time where verbal agreements were appropriate, however those days have past.

It is important for the security of the Lodge to have a written lease agreement to define roles and responsibilities of the lessor as well as the lessee.

Some issues will have critical areas to focus on:       

Term of Lease (Month to Month, Annual, Etc.) Permitted Use Sublease Insurance requirements/liabilities Utilities Security Deposit Damage/Destruction

SOLUTIONS: MARKET RATE. When was the last market analysis performed?  

Building Committee can contact owners of local properties, realtors or the County Appraiser to determine appropriate market rates.

Set rental rates fairly. If you wouldn’t rent property you own personally at a given rate, you shouldn’t expect the lodge to rent at that rate.

IS THE EXISTING RENTAL AGREEMENT SUFFICIENT TO ADDRESS POTENTIAL PROBLEMS   

Evaluate current lease agreement with assistance of attorney or professional property manager.

Appendix B contains a sample lease agreement.

If there is no current lease agreement, consult an attorney to determine what kind of leasing arrangement is appropriate.

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SECTION 5 – BYLAW REQUIREMENTS ISSUE ‐ BY‐LAW REQUIREMENTS PREVIOUS YEAR’S ANNUAL REPORT COMPLETED? WAS IT ON TIME? By‐Law 3‐614: Every Lodge in this jurisdiction shall keep a File of Annual Returns and a ledger record of membership, additions, deletions, Roster of Members and such other information as may be required by the Grand Secretary concerning membership, unless specifically exempted by the Grand Master… 

What was the cause of the delay? o

Is the Secretary confused on the timeline required?

o

Does the Secretary need assistance in gathering information?

FEEDBACK: The By‐Laws require the reports to be completed as specified. Contact the Grand Secretary’s office for assistance.

IS THE LODGE CURRENT ON ALL PER‐CAPITA TAX? By‐Law 2‐301: Every Lodge Working under a Warrant of Constitution shall pay annually to the Grand Lodge a Per‐capita tax of $24.00 on the roll of membership for the preceding year… Any Lodge which neglects or refuses to pay all its annual per‐capita tax or any special assessments on or before the 10th day of January in each year, or which shall fail or neglect to transmit to the Grand Secretary its Annual Report on or before the 10th day of January of each year shall not be entitled to representation in the Grand Lodge at the Annual Communication following such failure…

If not, Why? Is there a financial need?

FEEDBACK: The By‐Laws require the per capita tax to be paid as specified. Contact the Grand Secretary’s office for assistance.

DOES THE LODGE HAVE THE PROPER WORKING TOOLS? By‐Law 3‐423: Every Lodge shall be provided with the proper working tools, lights, furniture, and all the implements necessary for the proper execution of all regular Masonic work and ceremony.

FEEDBACK: Contact the Grand Lodge for availability of replacements, or purchase replacement for items in disrepair.

HAS THE LODGE OPENED THE REQUIRED NUMBER OF TIMES? REGULAR LODGE = 10.

OCCASIONAL LODGE=1 By‐Law 3‐405 states that each chartered Lodge will hold one Stated Communication each month not later than the third week in each month, and that each Lodge may omit Stated Communications during the months of July and August.

FEEDBACK: If the lodge is a regular lodge required to meet ten times a year, the Worshipful Master should contact each able bodied member and explain to them that the By‐Laws requires one Stated Meeting each month and in order to keep their Lodge in good standing with Grand Lodge.

If the lodge simply cannot open, whether it is regular or occasional, the lodge should contact the DDGM or the ADGM and explore consolidation with another lodge that can provide the Masonic experience we owe to our dues‐paying members.

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WARRANT DISPLAYED. If not remind them it’s required.

FEEDBACK: It is an absolute requirement that the charter is displayed in every lodge. If the charter has been destroyed, stolen or is missing, the lodge should notify the Grand Secretary.

U.S. FLAG DISPLAYED By‐Law 3‐424 states that the US flag must be displayed in the Lodge room at every Communication.

FEEDBACK: The flag is to be of a suitable size, but the material it is made of is left up to the Lodge. It does not have to be expensive.

CURRENT COPY OF BY‐LAWS. They are now located online. http://www.kansasmason.org ‐ Downloads Section

CONSTITUTIONAL/BY‐LAW CHANGES By‐Law 3‐612:The Constitutional and By‐Law changes adopted at the Grand Lodge and published in the Annual Proceedings shall be read in each Lodge annually.

LODGE SEAL By‐Law 3‐609: Every Lodge working under a Warrant of Constitution shall provide a Lodge Seal, having in its center some Masonic device, surrounded by the name, number and location of the lodge. The Secretary shall have it in his charge, and with it authenticate all notices, summonses, official communications and reports of the Lodge.

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SECTION 6 – LODGE MEETINGS LODGE MEETINGS LACK OF ATTENDANCE AT MEETINGS The Worshipful Master should form a committee to evaluate what the members of his Lodge want to get from Masonry and from their Lodge. Members want and need some reason to come to Lodge.

Just opening and closing and never doing anything meaningful will not keep members returning. We must devise a plan to keep the older as well as the newest members. Each Brother will have his own reason(s) for wanting to come to meetings. We must discover what it is they want and need to get.

All will be looking for a bond of some kind. It will not be the same in every Lodge, or even for all members. In the past, Card night, dominoes, and board games were popular activities.

Among younger members today, X‐Box, PlayStation games and other forms of electronic entertainment are very popular, and many lodges across the country are investing in modern electronic games to induce their members to spend time in the lodge. Dinners, study club, billiards, and family nights are also possibilities.

Lodges can also choose to adopt some special project like a BBQ competition, skeet shooting tournaments, or disc golf competitions not only for their members, but for the community at large.

A special project such as these not only involves planning and organization that will unite the lodge in a common goal, but it also becomes part of the very identity of the lodge, where Lodge X becomes “the BBQ Tournament lodge,” for example, and their members travel all over the state attending these tournaments, with subsequent visibility, purpose and comradeship. Special projects can unite a lodge and boost attendance at meetings.

Are there members who would like to attend but are unable? (Age/transportation issues)

STYLE OF DRESS The Lodge must set a dress code for their particular Lodge. All members should decide what they expect everyone to wear to certain events. This could be casual for regular Lodge meetings, Suits for any open Lodge meeting where public is invited (emblem presentation, Friends of Masons night, etc).

Each Lodge must decide how casual they wish to go (specific style of dress or regular work clothes).

They must explain to everyone (especially to candidates that no shorts or tank tops be worn) in advance what is acceptable to wear in the Lodge.

All members must be told that if the know that Grand Master is coming that they are expected to wear coat and tie.   

Officers Members Candidates

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SOLUTIONS: LACK OF DRAW FOR MEETING ATTENDANCE   

Consent Agenda to streamline meetings (No reading of Minutes/normal monthly bills).

Festive Board – Need not be complicated; a simple meal, even just snacks and refreshments.

Game/Movie Night – The idea is to provide a reason for our members a reason that they WANT to attend, not simply showing up out of some obligation to the Lodge.

AGE/HEALTH/TRANSPORTATION  

Find volunteers to give a ride to members who are unable to drive themselves.

Are stairs a problem for members? Can a lift or elevator be a goal to improve accessibility?

STYLE OF DRESS  

 

The Lodge needs to identify their expectations.

The Master sets the tone. o

Expectations must be made clear for Elected/Appointed officers, as well as the Craft.

o

Candidates and Visitors should be advised in advance of expectations for their style of dress.

Tank Tops, Shorts, Jeans with Holes, etc. should always be discouraged.

It should be stressed that coat and tie are appropriate when Grand Lodge officers are attending.

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SECTION 7 – ESOTERIC WORK ISSUE ‐ DECLINING RITUAL COMPETENCY LACK OF OFFICER PROFICIENCY Are the Officers and Leaders of the Lodge proficient in their work? Lodge officers need to lead by example. How can there be an expectation for a newly raised Mason to become proficient in the work when the leaders of the Lodge themselves are not proficient? By‐ Law 3‐604 Use of Cipher in Conferral of Degrees‐‐No Brother shall use the official cipher while engaged in the ceremony of conferring any Degree, or while participating in such ceremony

NEW MASONS Does the lodge make use of a Mentoring program to help new Brothers? Not only is the amount of ritual work overwhelming to new Masons, there is little that they can do to improve themselves without assistance from knowledgeable brethren. A mentor is crucial to a new Mason’s education.

Someone he can ask questions of, guide him along his path and provide encouragement.

SOLUTIONS: LODGE CAN’T OPEN/CLOSE, OR LODGE CAN’T OPEN/CLOSE WITHOUT OPEN CIPHERS Invite a Grand Lecturer to attend a stated meeting to assess the problem and put on a teaching session.

All the Grand Lecturers have pledged to make themselves available to all lodges if given enough notice, and they will travel at no expense to the lodge (GL will pay them mileage to train lodges). Ask your District Deputy to arrange the visit. He will contact the Ritualistic Committee and take it from there. Announce this “study session” well in advance to promote it to your members. Make EVERY EFFORT to insure a big turnout‐‐ if the lecturer comes and only half the guys who need to be there show up, you’ve wasted a big opportunity.

Convene the regular stated meeting by demonstrating how the lodge opens normally. The lecturer will then be able to assess where the problems are. Then call off to refreshment for the purpose of ritualistic proficiency study. Then let the lecturer take the floor. Ask him to go through the parts of each officer, or wherever there is difficulty. When he is finished with his presentation, he will then advise the lodge what further work needs to be done. With his help, call back on from refreshment to labor. Postpone bills and business to the next meeting, or dispose of them quickly. Then close with the lecturer’s help. This process can be repeated as often as required.

Ask nearby Lodges to come and work with your Lodge in opening and closing Lodge meetings.

Ask them to lead your Lodge in study club meetings. Asking for help from others is a great way to make new friends and a great way for your Lodge to learn how to open and close a meeting. We all need to practice and recite over and over again to memorize our chairs.

Worshipful Master should meet with SW and JW to talk about practicing opening and closing Lodge.

Once these three get started then try enlisting the others to join them in “their study club”. Maybe the others would be more open to work on their proficiency if they see their three leaders trying to improve.

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Choose one night a week to meet as a group.

Bring pizza, BBQ or snacks as the group sees fit. Practice the memory work (opening and closing lodge, degree work, etc.) in “round robin” fashion. Have a GL Lecturer or a certificate holder lead the session and act as a prompter. If no certificate holder is present, one brother using a code book may be selected to lead and prompt (only ONE should have his book open, and trade off so all receive practice time)

LODGE CAN’T CONFER DEGREES Invite a Grand Lecturer to attend a stated meeting to lead a degree practice.

All the Grand Lecturers have pledged to make themselves available to all lodges if given enough notice, and they will travel at no expense to the lodge (GL will pay them mileage to train lodges). Ask your District Deputy to arrange the visit. He will contact the Ritualistic Committee and take it from there. Announce this “study session” well in advance to promote it to your members. Make EVERY EFFORT to insure a big turnout‐‐ if the lecturer comes and only half the guys who need to be there show up, you’ve wasted a big opportunity. Convene the regular stated meeting and call off to refreshment for the purpose of ritualistic proficiency study. The lecturer can then lead a practice on whichever part of the degree(s) need help. Postpone bills and business to the next meeting, or dispose of them quickly. This process can be repeated as often as required.

Start a Lodge Study Club.

This can be as simple as one or two members meeting at the lodge hall or other private place and going over the degrees. Some brothers do this work on their own, but if the lodge leads the study club effort, it can be even more effective. Using lodge funds to have dinner or lunch brought in (pizza, BBQ or home cooking) can boost attendance and make these meetings enjoyable and a highlight of local lodge life. BE SURE TO REACH OUT TO YOUR OLDER MEMBERS WHO MAY HAVE A LOT OF RITUALISTIC PROFICIENCY, BUT WHO MAY NOT COME TO LODGE ANY LONGER. By doing this, you can not only learn from them, but might also tempt them to return to lodge.

LODGE NEEDS TO IMPROVE HOW THEY CONFER DEGREES Make Attendance of District School a Priority.

All Officers should make it a priority to attend district school. In recent years, attendance at these events has suffered, at this organized instruction that the Grand lodge provides for all lodges. Take advantage of it.

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SECTION 7 FEEDBACK – ESOTERIC WORK FEEDBACK TO BE INCLUDED FOR ALL LODGES WITH RITUALISTIC DIFFICULTIES

MAKE THE RITUALIST PROFICIENCY PROGRAM A LODGE GOAL. The Old B, A, M, and U cards (now called Ritualist, Advanced Ritualist, Senior Ritualist and Master Ritualist) are a self‐study program that will create ritualists for your lodge. With just two Master Ritualists in even the smallest lodges, all degrees can be conferred and these men can bring along other brothers to learn the smaller parts. The problem is, find two men who will agree to spend the time and effort to achieve the distinction. First, take an inventory of the proficiencies of all your members. Do you have a member who has an old B or A card? Can you persuade him to pick up the working tools and continue on? If not, the Master should ask the lodge at a stated communication – “is there anyone willing to step up and earn the first proficiency?” Sometimes a simple call for volunteers is all it takes. If a brother does step up, encourage him as much as you can. If you can offer other incentives, such as the lodge paying his mileage to visit other lodges when degree work is going on, or to defray his expenses to visit Schools of Instruction in other districts, consider doing what you can without injury to the lodge.

TRICE ROBISON AWARD The Grand Lodge is looking to recognize and promote those Lodges that achieve excellence in Education and the Esoteric Work. Challenge the Lodge to strive for this honor. Successful achievement will require a team effort by all members of a lodge.

UNABLE TO PERFORM DEGREE WORK If the lodge can’t confer degrees because it lacks members to put on the work – that’s an easy fix.

Area lodges will be more than happy to send members over to assist a lodge that is missing a few key players, and for lodges that simply don’t have enough members, other lodges can perform courtesy work.

Often the problem is not only that the lodge can’t perform the work, but that no one in the community wants to join the lodge, either because people are leaving the community to work elsewhere, and the population can’t support the lodge, the lodge has fallen into disrepair, has financial issues, disharmony issues, or is simply not recognized in the community. Steps should be taken to identify the cause of no community interest.

LODGES CAN PERFORM DEGREE WORK IF THEY WORK AT IT Some lodges have the members to put on the work, but they don’t know it. These members should be encouraged to become proficient. Stress the new proficiency program.

Advise the lodge that Grand Lodge will arrange for a Grand Lecturer to visit the lodge at the convenience of the members to exemplify or teach the work at stated or special communications.

Advise the lodge that the District Schools of Instruction exist for this very reason and encourage the lodge to attend.

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SECTION 8 – LODGE COMMUNICATIONS ISSUE ‐ LODGE COMMUNICATIONS INTERNET ACCESS/TECHNOLOGY Does the Lodge Building have internet access? Is this a need for the membership, and if not would it be a draw for potential members? Do the members use electronic communications (eMail, Facebook, etc.) to communicate? Do the officers (Master/Secretary specifically) have email and internet access?    

Lodge Computer Internet Access Projector/Video Sound System

INTERNET PRESENCE It is difficult to draw younger members without an internet presence; these people as a rule do not write letters or read reminder cards, they use Facebook, look up websites and have electronic calendars.  

Website/Lodge Email Facebook

SOLUTIONS: INTERNET ACCESS/TECHNOLOGY   

Is there a Member who has a serviceable PC or laptop to donate to the Lodge?

Does the Lodge have a Technology Line Item in the budget for purchase of new/used equipment Explore pricing options with Telecom Providers for bundling pone/internet/video

INTERNET PRESENCE     

Is there a Tech savy member who can do web design or monitor a Facebook page?

The company providing the MORI membership database also provides, at no additional cost, an Our Lodge Page (OLP) for lodge to use to communicate withtheir Members.

Many free web design and hosting options are available.

Create a Technology Committee to evaluate the Lodge needs and identify shortcomings/solutions DDGM/ADGM can put Lodge officers in contact with brothers from other Lodges who can help.

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SECTION 9 – MASONIC EDUCATION ISSUE ‐ MASONIC EDUCATION WEAK OR MISSING EDUCATION PROGRAM Beyond Ritual Competency, a Masonic Education program should provide topics of interest and education about freemasonry, history, etiquette, and allegory are good places to start.

SOLUTIONS: WHERE TO BEGIN WHEN THERE IS NOTHING TO BUILD ON 

 

Ask for volunteers within the Lodge to provide Masonic Education, let them choose a topic o

The Short Talk Bulletins, provided by the Masonic Service Association of North America (MSANA) are excellent tools to help volunteers and officers present Masonic Education. Topics range from Leadership, Meaning of the Degrees, Ethics, and many more, and can be purchased for fifty cents each, or for the entire set of Bulletins (1923 thru 2014) for around $432.00. http://www.msana.com/catalog/stb.asp . The bulletins can also be found on many other websites, which is cost effective, and easily printed before the meeting. http://www.mastermason.com/2ndnorthern/library/library.htm or http://www.themasonictrowel.com/library_of_articles.htm.

o

The Masonic Library maintains a central repository for public domain masonic books. This is another great tool to quickly access Masonic books and papers, which can be used as Masonic Education within the lodge. In order to present this material it would be beneficial to take chapters to the meeting in order to be read and followed by a discussion about the content. http://masoniclibrary.com/ or http://www.themasonictrowel.com/library_of_articles.htm.

o

Articles are another good way to conduct and discuss Masonic Education, again read the articles, and have the brothers reflect and give feedback about the Article. Ask open ended questions to receive the brothers’ interpretation; nonetheless, allow those that want to contribute. http://masoniceducation.com/articles.asp or http://www.themasonictrowel.com/library_of_articles.htm.

The Junior Warden is in a perfect position within the lodge to be heard by all members.

Request assistance from DDGM/ADGM or Grand Lodge o

GL Masonic Education Committee

o

Kansas Lodge of Research as a Resource – The newly revived Kansas Lodge of Research is a fantastic and free resource developed with the intent to provide high quality masonic education for the Lodges in Kansas.

GRAND LODGE EDUCATION COURSES  

Are there any members of the Lodge who have attended education sessions such as Leadership Academy? Ask them to speak about the topics discussed and what they learned.

Members who have been presenters – Use these educated brethren to your advantage. They will be happy to provide education for the Lodge as well as assist in developing a Lodge education program

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SECTION 10 – CONDITION OF PREMISES CONDITION OF PREMISES EXTERIOR MAINTENANCE ISSUES Just as a run‐down house will having problems selling, so a run‐down lodge will have trouble attracting (and retaining) members.

INTERIOR CLEANING ISSUES A dirty and unkempt lodge hall is a negative factor that will impact attendance and membership.

Members put off by the condition of the lodge hall will opt to spend their time elsewhere. Candidates for Masonry will unsparingly judge your lodge – and the fraternity as a whole – if the lodge is dirty and neglected. Although existing members may have accepted the neglect, many, if not most potential new members will never petition the lodge if the facilities are not clean. Critical areas that must be cleaned are (check all that apply to the lodge in question):      

Entry Way Common Areas (hallways, gathering spaces, and stairwells) Bathroom(s) Kitchen Lodge Office Lodge Hall

SOLUTIONS: HIRE A CUSTODIAN. If the lodge has sufficient funds, many commercial services are available to perform routine and regular cleaning of the lodge hall. Retired brethren, too, may often welcome a chance to earn extra income cleaning the lodge.

SOLICIT VOLUNTEER CLEANING. Lodge members may wish to undertake cleaning the lodge at no charge to the membership, or members of appendant bodies that use the lodge hall may be induced to help out in exchange for use, or for reduction in existing rent.

CONDUCT REGULAR LODGE WORK DAYS. Another low‐cost alternative is to band together for a Masonic work day to clean the lodge. Lodges with low attendance at meetings may even find extra members turn up for this kind of project. The key to using lodge work days to address persistent cleaning issues is to insure they are regularly scheduled.

REPAIR OR REMODEL. Raise dues or implement a special assessment, fundraising or other method of raising revenue to pay for a specific remodeling or repair project.

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APPENDIX A

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APPENDIX B

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APPENDIX C

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