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Grand Lodge A∴F∴ & A∴M∴

of Nebraska

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Revised June 2018

Table of Contents Section 1 – Becoming a Leader of Masons.................................................................................................. 1

Leadership is a Responsibility, NOT a Reward .......................................................................................... 1 Charges and Regulations for All Worshipful Masters ................................................................................ 2 Selecting Your Subordinate Leaders ........................................................................................................... 3 Masonic Titles: What’s in a Name? ........................................................................................................... 4

Attitude ........................................................................................................................................................ 4 Qualities of a Leader .................................................................................................................................... 5 Motivating People to Action ........................................................................................................................ 6 Masonic Leader Attributes ........................................................................................................................... 7 Attributes of Good Lodge Masters .............................................................................................................. 8 How to Select Good Appointed Officers ..................................................................................................... 9 Time Management Tips ............................................................................................................................... 9

Section 2 – Strategic Planning ................................................................................................................... 11 Developing a Lodge Strategic Plan............................................................................................................ 11 Priority Issue Focus Areas for Lodge Strategic Planning .......................................................................... 12

Section 3 – The Secretary is Not in Charge .............................................................................................. 13 Reading of the Minutes .............................................................................................................................. 13 Reading of the Bills ................................................................................................................................... 14 Grand Lodge Correspondence ................................................................................................................... 14 Outside Correspondence ............................................................................................................................ 14 Trestle Boards from Previous Degrees & Miscellaneous .......................................................................... 14

Section 4 – Regular Communications ....................................................................................................... 15 Checklist for Successful Lodge Meetings .................................................................................................. 15 Parliamentary Law: Voting on Motions in Lodge ..................................................................................... 16

Section 5 – Overcoming Obstructionists and Countering Contrarians ................................................. 17 Obstructionists/Contrarians........................................................................................................................ 17 Typical Obstructionist/Contrarian Tactics ................................................................................................. 17 How to Overcome Obstructionists and Counter Contrarians .................................................................... 18 The Common Denominator ....................................................................................................................... 20

Section 6 – Membership Recruiting and Retention ................................................................................. 21 A Well-Defined Identity, Culture and Purpose.......................................................................................... 21 The Importance of Recruiting New Masons .............................................................................................. 21 Inspiring Members to be Active Masons ................................................................................................... 22 What Men Want from Masonry ................................................................................................................. 22 Recruiting: Targeting New Masons ........................................................................................................... 23

• Appendix A – Membership Forms: Prospective Lodge Members .................................................. 50 • Appendix A – Membership Forms: Prospective New Members Tracking Chart ........................... 51

Methods to be an Effective Masonic Recruiter .......................................................................................... 23

Section 6 – Membership Recruiting and Retention ................................................................... Continued Prospective Lodge Members Form ............................................................................................................ 24

• Appendix A – Membership Forms: Prospective Lodge Members .................................................. 50 “Masonry Revealed” Event ........................................................................................................................ 25

• Appendix A – Membership Forms: “Masonry Revealed” Event Planning Calendar ................ 52-53 • Appendix A – Membership Forms: Sample Letter to Prospective Members ................................. 54

Investigating Committee ............................................................................................................................ 27 Successfully Keeping New Masons ........................................................................................................... 28

• Appendix A – Membership Forms: Letter to the New Candidate .................................................. 55 • Appendix A – Membership Forms: Grand Lodge Membership Publications ................................. 56

Section 7 – Ritual Work ............................................................................................................................. 29 Voluntary Lecture Section 1 (Answers) Proficiency ................................................................................. 30 Individual Proficiency School.................................................................................................................... 32 Activities to Improve Lodge Work ............................................................................................................ 35

• Appendix B – Ritual Work Forms: Grand Lodge Ritual Publications ............................................ 57 • Appendix B – Ritual Work Forms: Entered Apprentice Degree Trestle Board .............................. 58 • Appendix B – Ritual Work Forms: Fellow Craft Degree Trestle Board ......................................... 59 • Appendix B – Ritual Work Forms: Master Mason Degree Trestle Board ...................................... 60

Section 8 - Communication ........................................................................................................................ 36 External Communication ........................................................................................................................... 37

• Appendix C – Communication Forms: News Releases .................................................................. 61 o Installation .............................................................................................................................. 62 o Year-Pin Presentations ........................................................................................................... 63

Internal Communication ............................................................................................................................ 38 Lodge Newsletter ....................................................................................................................................... 39

Section 9 - Fellowship ................................................................................................................................. 41 Fellowship-Related Activities .................................................................................................................... 42

Section 10 – Service to Fraternity & Community ............................................................................... 43-44

Section 11 – Budget and Finances ............................................................................................................. 45 • Appendix D – Budget & Finance Forms: The Lodge Budget .................................................... 64-66 • Appendix D – Budget & Finance Forms: The Lodge Budget Worksheets ................................ 67-68

Section 12 – The Grand Lodge .................................................................................................................. 46 Grand Lodge Events .................................................................................................................................. 46 2018 Goals of the Grand Master ................................................................................................................ 47 2018 Rock Maul Award Form .............................................................................................................. 48-49

Appendix A – Membership Forms ............................................................................................................ 50 Prospective Lodge Members ...................................................................................................................... 50 Prospective New Members Tracking Chart ............................................................................................... 51 “Masonry Revealed” Event Planning Calendar .................................................................................... 52-53 Sample Letter to Prospective Members ..................................................................................................... 54 Letter to the New Candidate ...................................................................................................................... 55 Grand Lodge Membership Publications .................................................................................................... 56

Appendix B – Ritual Work Forms ............................................................................................................ 57 Grand Lodge Ritual Publications ............................................................................................................... 57 Entered Apprentice Degree Trestle Board ................................................................................................. 58 Fellow Craft Degree Trestle Board ............................................................................................................ 59 Master Mason Degree Trestle Board ......................................................................................................... 60

Appendix C – Communication Forms ...................................................................................................... 61 Form News Releases .................................................................................................................................. 61 Installation.................................................................................................................................................. 62 Year-Pin Presentations ............................................................................................................................... 63

Appendix D – Budget & Finance Forms ................................................................................................... 64 The Lodge Budget................................................................................................................................. 64-68

Section 1 – Becoming a Leader of Masons Page 1

Section 1 Becoming a Leader of Masons

Leadership is a Responsibility, NOT a Reward

Leadership is vision, motivation, organization, and most importantly, action. Leadership gives people a sense of influence, hope, and makes things happen. Leadership creates the future, provides guidance, direction, inspiration, and empowers people to realize their leadership potential. We dare you to accept the awesome challenges and responsibilities of leadership. If you view your opportunity to lead as a reward for your success in hanging around long enough or because you’ve earned it, you will fail. More importantly, so will your Lodge.

Most Masons are Worshipful Master only once, but they are Past Masters the rest

of their lives. How you conduct yourself during your year as Worshipful Master will be how you are remembered forever.

Don’t blow it.

WHAT LEADERSHIP IS NOT

• Leadership is not a position. Anyone can be elected, selected, appointed, promoted, or succeeded.

• Leadership is not building a personality cult. Giving too much power to one

individual is detrimental to the leader, the followers, and to the cause. Build collective leadership, not personality cults.

• Leadership is not being unreplaceable. Truly effective leadership means being a

leader and demonstrates the show must and can go on without him because the leader has helped to prepare them to do so.

• Leadership is not blaming others. Leadership is, first and foremost, about being

responsible for your decisions. Even more importantly, those you fail to make.

• Leadership is not about making everyone happy. There will always be those who disagree with you. You should always consider their opinions, but you don’t always have to adopt them.


CHARGES AND REGULATIONS FOR ALL WORSHIPFUL MASTERS

Previous to your investiture as Worshipful Master, it is necessary that you agree to those ancient Charges and Regulations which point out the duty of the Master of a Lodge. Although there are a few others, below are the main leadership traits and obligations you must possess and adhere to if you presume to lead your Lodge:

I. Be a good man and true, and strictly to obey the moral law.

II. Be a peaceable citizen and cheerfully conform to civil law.

III. Not be concerned in plots and conspiracies against government, but patiently submit to the law and constituted authorities.

IV. Pay a proper respect to the civil magistrates; to work diligently, live creditably, and act honorably by all men.

V. Hold in veneration the original patrons of Freemasonry, and their regular successors, supreme and subordinate, according to their stations; and to submit to the decisions and resolutions of your brethren when in Lodge convened, in every case consistent with the constitutions of Freemasonry.

VI. Avoid private piques and quarrels and guard against intemperance and excess.

VII. Be cautious in your behavior, courteous to your brethren, and faithful to your Lodge.

VIII. Respect genuine brethren, and to discountenance imposters, and all dissenters from the original plan of Masonry.

IX. Promote the general good of society, to cultivate the social virtues, and to propagate the knowledge of the mystic art.

X. Admit that it is not in the power of any man, or body of men, to make innovations in the body of Masonry.

XI. Promise regular attendance at communications of the Grand Lodge, and to pay attention to all the duties of Masonry.

XII. Admit that no person can be regularly made a Mason in any regular lodge, without previous notice, and due inquiry into his character.

Do you submit to these duties, and promise to support these Regulations, as Masters have done in all ages before you? If not, you should decline to be installed as Worshipful Master.


SELECTING YOUR SUBORDINATE LEADERS

Worshipful Masters have tremendous opportunity to steer the future of their lodges

by who they appoint to the advancing line of officers. As you will be establishing potential future Masters of your Lodge, this is perhaps the single greatest gift you can give your lodge.

It can also be your greatest failure. You have no control of who is elected Senior and Junior Warden, but chances are

those who do were originally appointed somewhere below that office by a previous Master of the Lodge.

Our selection of officers sets in motion a situation which, on its own, isn't likely to

provide the effective leadership we desperately need. Many Masters were originally appointed to the line because of their regular and early attendance at meetings, plus, perhaps, their ability to make good ham sandwiches. As a new Steward or other appointed officer, he was erroneously programmed to expect advancement through the line. In due course he was elected Master of the Lodge and at installation promised to carefully perform all duties pertaining to his office and given fifteen paragraphs of charges and regulations to agree to. Not once was the word "leader" spoken. As a crowning gesture we told him, apparently with tongue in cheek, that he is now to be installed Master of the Lodge “in full confidence of your care, skill, and ability to govern the same." Then we spent the next twelve months grumbling because he didn't have the gift of leadership.

Don’t appoint a man to any position based on ham sandwiches. A bad Worshipful

Master can have tragic repercussions for your lodge, from driving members away to stalling the momentum of previous progress that may never return. You should never appoint any man to any office whom you wouldn’t want to see be Master of the Lodge someday.

Reminder: Worshipful Masters have tremendous autonomy to steer the future of

their lodges by who they appoint to the advancing line.


MASONIC TITLES: WHAT’S IN A NAME? The Masonic fraternity, with all its various organizations, bestows a lot of titles. Most

who receive these titles, along with the fancy headgear, jewels, medals, and other emblems of rank that accompany them, carry their titles with pride. Unfortunately, there are a few men who receive titles and believe that is all they need to lead.

You are elected or appointed to a position in the lodge and receive a title. This title comes with certain responsibilities and people follow you at this level because they have to. They are following you because your title signifies you are in charge.

But this title doesn’t mean you automatically possess all the knowledge and skills to make you an effective leader. This title means, initially, that someone has recognized your leadership potential. So, receiving your title says to the rest of the lodge brothers “Watch this guy. He may become a great leader.”

It is possible to become a great leader and never have a title. But the fact that you have one gives you a head start and time to develop your leadership skills so you can grow to become that great leader your lodge and Masonry needs.

You shouldn’t view your title as permitting you to control others, that they are there to serve you, or they should do what you say “or else.” This attitude will cause people to avoid being around you and they’ll disappear from your lodge, at least while you’re in charge. You will be perceived as arrogant and people will give only the minimum effort, f any at all, and won’t follow you for very long. Remember how you want to be viewed when you’re a Past Master. ATTITUDE

Your attitude about your title will determine if people follow you. Ask yourself:

1. Why do I want to be a leader? What do I expect to accomplish? Am I doing it for the title and the recognition that comes with it, or do I believe I have abilities and ideas that will help improve my lodge? Write down five reasons you want to lead your lodge:

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______________________________________________________________________ 2. Do I possess the desire to learn more about leadership and become a better leader? Have I recognized the title I was given doesn’t make me instantly smart or a good leader? Am I willing to devise a plan to make me a better leader to help the lodge? Find five resources about leadership such as books, websites, DVDs, audio CDs, that you can use to begin to study leadership. Set aside a time each day, pick a spot where you won’t be distracted or disturbed and begin a routine of leadership study.


3. Am I willing to be mentored? Even the most successful leaders have mentors. Think of five Masonic leaders you admire. Talk with them and ask one or two to mentor you.

QUALITIES OF A LEADER

There are many qualities a leader must possess. Do you possess these

characteristics? Rate yourself on a scale of 1 to 10 on how well you display these characteristics as a leader. Be honest with yourself. 1. Character – Your character determines who you are and how you act. A solid character builds trust with your followers. We are Masons, so as leaders our actions should reflect our Masonic values. Are all your actions as a leader consistent with our values? 2. Self-Discipline – You need to ask, “Am I first willing to lead myself by building a plan of leadership self-improvement and following it?” Leaders are continual learners. If you don’t have a plan for improvement as a leader, you shouldn’t presume you have what it takes to advance in the chairs. 3. Commitment – People do not follow uncommitted leaders. Are you committed to carrying out the responsibilities that come with your title? If you are not, you won’t be a good leader. Take a hard look at your responsibilities and ask yourself, “Am I willing to make sacrifices to carry out my responsibilities?” 4. Servanthood – Leaders should first be servants. Do you love to serve others or do you expect to be served? Rate yourself by asking, “Am I willing to help my lodge and to help others succeed and not receive credit?” 5. Relationships – One of the most important tasks of a leader is to build positive relationships with his team members. Relationships build trust and increase your influence as a leader. You must love people to be a leader. Ask yourself, “Do I love people and am I building positive relationships?” 6. Communication – Effective leaders are effective communicators. Assess your skills in writing, speaking, and most importantly, listening. Your ability to effectively communicate will help in building relationships with your officers and the members of the lodge. Rate your communication skills. 7. Vision – The ability to cast and communicate a positive outlook for the future of your lodge will help create momentum and establish that you understand a leader is more than a title. A leader’s courage to accomplish his vision emanates from his passion, not his position. Ask yourself, “Do I have a vision for myself and my lodge? Am I willing to pursue it with passion?”

After you answer the questions about your attitude and rated yourself on the qualities you possess, you have a point from which to shape your leadership abilities and grow as a leader.


MOTIVATING PEOPLE TO ACTION

Motivation can be defined as something that influences a person to act. Effective leadership provides stimulation, inspiration, and information. These qualities are essential for motivating people to take action. SECRETS TO MOTIVATING PEOPLE

• Lead with a high level of energy and boundless enthusiasm.

• Give people a sense of purpose and direction.

• Develop a plan for success. Nothing motivates people more than being successful.

• Deliver plenty of praise and encouragement.

• Create opportunities for people to get attention.

• Demonstrate confidence and faith in peoples’ abilities.

• Encourage achievable tasks.

• Give people a sense of history and hope.

• Develop a collective vision among your lodge officers for the future.


MASONIC LEADER ATTRIBUTES Communicate effectively with Officers, Brethren, Grand Lodge, and community. Promote the ideals of Masonry: Practice Friendship, Morality, and Brotherly Love. Respect the traditions of Masonry: Understand the heritage of the fraternity. Implement the symbols of Masonry: Apply the working tools to everything you do. Organize: Make plans, delegate work, assign committees, craft an agenda, and be well prepared for structured, streamlined, and meaningful meetings. Attend regularly: Attend Lodge, training, and other meetings recurrently. Demonstrate Ritual Proficiency: Be capable of and learn the ritual, practice proficiency in current and future offices, and set an example for and encourage others to do so. Listen: Lend an attentive ear to other opinions. Seek good counsel by frequently talking with Brethren, fellow officers, and others. Enhance Masonry’s image: Ensure the building is well kept, encourage open events, be active in the community, and grow the Lodge in the eyes of the public. Motivate the Brethren: Inspire them to get your brethren involved. Orderly and consistent: Arrive early to Lodge, start meetings on time, anticipate problems, act decisively, and avoid drawn-out meetings. Arrange interesting meetings: Provide instruction, invite guest speakers, recount great moments in Masonry, and hold special events. Follow standard ritual work: Study the Ritual regularly and require it of other officers, and encourage corrections. Practice Brotherhood: Be considerate yet responsible, give credit, show appreciation, and be on-call when needed. Be realistic: Face duties with honesty, withhold praise if none is due, and pull no punches when hard decisions must be made.


ATTRIBUTES OF GOOD LODGE MASTERS

• Be neat in your appearance: wear a coat and tie to establish esprit de corps, and require officers to do so.

• Speak clearly, distinctly, and loud enough for all to hear. • Start meetings on time. • Know ritual work. • Plan meeting agendas well in advance, and then follow it. • Do not allow your meeting to drag. • Retain control of your meeting by using your gavel. • Table long discussions for another meeting. • Appoint committees that function. • Insist all officers be present for Regular Communications. • Open and close the lodge in proper ritual form. • Conduct a short, snappy meeting. Close at an early hour. • Provide an educational program for each Regular Communication. • Provide refreshments or a meal prior to or after each meeting. • Hold ritual practices. • Learn legalities by studying Lodge and Grand Lodge bylaws

(https://www.glne.org/bylaws.html). • Be fearless of work. Others gladly follow a take-charge, “buck-stops here” leader. • Collaborate with the Secretary and discuss your plans, asking advice when

needed. • Monitor dues payments and suspensions. • Hold Officer Meetings. Let them know your plans in advance of Installation and

throughout the year. • Set the example for others to follow. • Be honest and uphold your values and principles.


HOW TO SELECT GOOD APPOINTED OFFICERS

It is better to let the chair sit vacant than appoint a bad officer who, by hanging around long enough, will eventually become Master of the Lodge. A good potential officer will:

• Lead effectively. • Work hard. • Properly represent Masonry to the community. • Be neat in appearance. • Learn ritual. • Devote time to regularly attend meetings. • Serve and be active on Lodge committees. • Plan well and be organized. • Act as a mentor for new members. • Smile and be genuinely cheerful. • Foster a friendly atmosphere before, during, and after lodge meetings.

TIME MANAGEMENT TIPS

• Establish specific and realistic goals. • Set priorities. (Do the hardest task first.) • Divide big jobs into workable steps. • Develop alternatives. • Make realistic time estimates. • Set deadlines. • Concentrate on doing one task at a time. • Finish each task fully. • Reward yourself for a job well done.

CONCLUSION

How are you going to motivate men to action within our fraternity? You can

accomplish it through effective Masonic leadership. Establish goals that will enable your lodge to move forward with a sense of excitement and a renewed purpose.

Yet, we are challenged to move men’s hearts in a favorable manner and the

willingness to take bold steps with a new vision.

We must ask ourselves where do we want to be in five years? How are we going to get there? What will be necessary to accomplish our goals? How are we going to mobilize our resources and talents to make a difference for our fraternity in the years ahead? These are important questions that deserve our earnest attention and can also


establish our vision for the future. Vision isn’t forecasting the future; it is creating the future by taking action in the present. It all revolves on leadership.

When we think of a leader, we think of someone who takes the initiative to get the job done. A leader is one who plans, organizes, controls, and implements. We also need to reflect on the various principles of leadership: planning, goal setting, organizing, personnel, communicating, and controlling. One of the most important ingredients of a leader is his planning. The characteristics of a true leader are the abilities to have vision for the future and the resolve to make it happen. But the good leader must have the right vision in order to succeed. Masonic leaders must possess the essential skills to make things happen.

As Masonic leaders, we must have the courage, conviction, and capability to lead.

Section 2 – Strategic Planning Page 11

Section 2 Strategic Planning

The word strategic derives from the word strategy; strategy involves thinking several

moves ahead with a plan to win in the long run, as in a chess game. You’re looking ahead to the result of several different moves that combine and work together to win the game. Moving one piece at a time is tactical, resulting in an immediate, short-term advancement. Don’t confuse a strategic move with a tactical one.

All too often, Lodge leaders focus on tactical moves and never envision, or lose sight

of, a strategic long-term goal. The goal of this section is to highlight the need for long-term “big wins” for your lodge, as opposed to the short-term benefits of holding one picnic at a time.

Although the tactical moves you make are important, failing to establish and work

toward long-term strategic goals that combine those tactical moves will ensure long-term failure. To avoid this, it is important for Lodge leaders to develop a Strategic Plan.

DEVELOPING A LODGE STRATEGIC PLAN

Developing a strategic plan is not a difficult process. If you break it down, it’s easy to create. Use this five-step method:

1. Determine Your Lodge’s Well-being. Some Lodges view themselves how they WANT to, not how they truly appear to outsiders. For an accurate image of where your Lodge is, conduct external and internal audits of your efforts to get a clear understanding (your real—not perceived—competencies).

2. Identify What Is Important. Focus on where you want to take your Lodge over time. This sets the direction of your effort over the long term and clearly defines your mission and vision (a concept of what your Lodge’s future should or could be).

From this analysis, you can determine the priority issues—those issues so significant to the overall well-being of the Lodge that they require the full and immediate attention of the entire officer corps. Your resulting strategic plan should focus on these issues.

3. Define What Must Be Achieved. Outline the anticipated objectives that clearly identify what your Lodge must achieve to address the priority issues.

4. Determine Who Is Accountable. This is how you’re going to get where you want to go and who will be in charge of specific segments of the plan. Strategies, action

Section 2 – Strategic Planning Page 12

plans, and budgets are all steps in the process. These documents effectively communicate how you will allocate time, manpower, and money to address the priority issues and achieve the defined objectives.

5. Review. Review. Review. It’s not over. It’s never over. To ensure your plan performs as designed, you must schedule regular reviews of the process and refine it as necessary. We suggest once a quarter, at a minimum.

A strategic plan is a wonderful thing. It can help you take your Lodge to places you never thought possible. If you haven’t already done so, take the time to develop and execute a Strategic Plan. PRIORITY ISSUE FOCUS AREAS FOR LODGE STRATEGIC PLANNING

There are five priority areas of concern that we suggest you focus on for a long-term Strategic Plan for your Lodge:

• Leadership • Membership • Ritual • Finance • Communication

The Grand Lodge assigns each of its own advancing line officers one of these priority issue areas. Their five priority issues are just as important to your Lodge. We suggest the Worshipful Master focus on the Leadership area and assign one of the remaining ones to each of the Wardens and Deacons. You may decide there are other broad priority areas you want to improve over time.

Apply the five steps to developing a lodge strategic plan to each of these priority

areas. When you’re finished, you’ll have a roadmap for long-term success and survivability of your Lodge. Follow it and make regular updates. The most effective strategic plans involve the advancing line in assisting to develop it so there is common agreement on goals among the lodge leadership, tactical activities aimed at accomplishing the goals, and a longer-term effort to encompass the efforts of Masters in the coming years.

The remainder of this manual will show you how to make tactical moves to win the

long-run game.

Section 3 – The Secretary is Not in Charge Page 13

Section 3 The Secretary is Not in Charge

In the very first degree of Ancient Craft Masonry, the duties of the Secretary are well-defined and clear. His first duty is “to observe the Worshipful Master’s will and pleasure.” If the Master does not have the will to be in charge, his year will be long, difficult, and ineffective.

It should be noted that most Secretaries are good team players. Over the years, the

Grand Lodge has encountered some who were not, and the unprepared Worshipful Master experienced undue hardship as a result. It can be safely said there are some Secretaries who consider themselves the “real” person in charge of the Lodge and the Worshipful Master merely a temporary figurehead. This is obvious when the Master looks to the Secretary and asks what’s next on the agenda.

Don’t let this happen in your Lodge. If it has, take steps to establish the Master is, in fact, in charge. Perhaps all the

Secretary needs is motivation to correct a few bad habits. If it takes more than that, consider electing someone else Secretary next year.

The Secretary’s role in the Lodge is to perform administrative duties. Some are paid

in some manner to do this. They are not paid to govern the Lodge. Below are some of the things a Worshipful Master can do to ensure the Secretary is

most efficient and appropriate with not only his time, but that of the entire Lodge. This information is presented here to assist the new Master with having a productive year.

READING OF THE MINUTES

There are Secretaries who enjoy having “the floor” and the attention of all brethren present at the meeting. They insist on reading every word of the previous Regular Communication’s meeting minutes. Some simply adhere to habit and don’t acknowledge minutes aren’t necessary to read. Doing so is wholly needless and among the chief complaints cited by new members as to why they disappeared from Lodge. Unless your Lodge bylaws specifically state minutes must be read in their entirety, you should not allow it. If your bylaws do mandate it, go through the process to change it.

Meeting minutes can be emailed or copies can be made to distribute before the meeting, or even posted on a bulletin board as public notice. All that needs to be done, generally, is for the Master of the Lodge to state the minutes have been published, call for corrections, direct the Secretary to make any that are noted, and then approve them.

Section 3 – The Secretary is Not in Charge Page 14

If your Secretary insists, contrary to your instructions, on reading the minutes or any

other documents listed here, he establishes he is not a team player. Rap him down. READING OF BILLS

Bills can be handled like meeting minutes, depending on what your Lodge bylaws require. The Secretary need only distribute the list of bills and the Master can handle them at once in the same way as above after calling for a motion to do so.

Some lodges have multiple bills each month. If your lodge only has two or three

monthly bills, it may save time in this case to have the Secretary read them individually and avoid the effort of publishing a list. You can still vote on all of them at once. GRAND LODGE CORRESPONDENCE

Each month the Grand Lodge sends general notices and information to the Lodges. As the Grand Master has directed and spelled out within these notices, Grand Lodge information can be copied or posted in the same manner as meeting minutes. If such information comes with the phrase similar to “cause to be read in Lodge,” it means you can pass it around the sidelines. Nowhere does the word “aloud” appear in the phrase.

On rare occasions, a Grand Master will send a specific notice covering only one

topic that he directs to be read aloud in lodge. This is not the routine, general information sent each month to Lodges. Instructions accompanying such a letter will be very specific and clear. If no such requirement to read aloud exists, do not allow the Secretary to read Grand Lodge announcements word-for-word aloud. OUTSIDE CORESPONDENCE

Many times Lodges send each other event announcements; sometimes people send thank you notes; other times information is sent from the Masonic Service Association of North America and others. These and everything not required to be voted upon in Lodge should be passed around or summarized, and not read aloud word-for-word. TRESTLE BOARDS FROM PREVIOUS DEGREES & MISCELLANEOUS It is not necessary to recap the dates and roll call for everyone performing a part while conducting degrees or Lodge Proficiency examinations. Nor is it necessary to read anything that documents specific brethren by name for attending any sort of meeting or gathering, including Temple Board meetings and such.

Section 4 – Regular Communications Page 15

Section 4 Regular Communications

Regular Communications are how your lodge gets things done. Often times,

members leave Masonry because a Master allows them to become tedious and too long. Follow the tips below to avoid losing members due to boring, monotonous meetings.

CHECKLIST FOR SUCCESSFUL LODGE MEETINGS

NOTICE • Send meeting notice via email or social media postings to every member with an

account.

ENVIRONMENT • Ensure heat or air conditioning is on well in advance of the meeting.

RITUAL OPENING AND CLOSING

• Poor /Fair /Good. • Meeting opened on time.

CONDUCTING BUSINESS OF THE MEETING

• Confer with the Secretary before the meeting about business items. Add them to your agenda.

• Establish and follow a well-prepared agenda. • Plan your comments on agenda matters.

PROGRAM FOR THE EVENING

• Do not allow the Secretary to read meeting minutes, correspondence, trestle boards, routine Grand Lodge mailings, or every word on a petition. As appropriate, these should be reviewed in advance, during, or after a meeting. Review Section 3 of this manual.

• Planned program, educational segment, etc. • Ensure your meetings are short! Members value the camaraderie of their

brothers. Short meetings ensure they can enjoy each other over refreshments. REFRESHMENTS

• Refreshments or meals before or after the meeting. Make it good; not just cold cuts or cookies.

Section 4 – Regular Communications Page 16

PARLIAMENTARY LAW: VOTING ON MOTIONS IN LODGE

There can be no orderly meetings unless members follow certain rules. Today’s

parliamentary procedure follows guidelines used in England for more than 650 years. Many consider England’s greatest civilized contribution is her system of legislative control, the forerunner of the United States Constitution. Without law, a mob rules.

PARLIAMENTARY PROCEDURE Efficiency in handling lodge business does not require a great deal of parliamentary

procedure. Parliamentary rules were generally developed for large groups of people with conflicting opinions. Any lodge that cooperates in spirit can handle its business through orderly information, with a minimum of parliamentary procedure when needed.

With the exception of the annual Election of Officers, the procedure below may be enough to handle most situations in a lodge meeting: Motions:

• May be made/seconded by any member except the Master. • Are restated by the Master/presiding officer. • Are discussed by the Lodge. • Are voted on by the Lodge and passed/rejected by majority. Written ballots

are authorized, but never mandatory. • May be withdrawn by he who made it and/or amended by majority vote.

Eight steps cause action on a motion; four each for the member and presiding officer.

1. A member of your Lodge rises to address the presiding officer.

2. The presiding officer recognizes the member.

3. The member makes his motion: “I move…”

4. Another member of your Lodge (without rising) seconds the motion.

5. The presiding officer re-states the motion.

6. The presiding officer asks, “Is there discussion?”

7. After any discussion, the presiding officer calls for a vote.

8. After the vote, the Master announces the motion is either carried or failed.

Section 5 – Overcoming Obstructionists & Countering Contrarians Page 17

Section 5 Overcoming Obstructionists and

Countering Contrarians

All too often, unfortunately, we find that even the best organized and efficient

Regular Communications can become mired by the efforts of a few members who want to challenge everything anyone does. Some of these men seek to arrest the work of the Lodge for any number of specious reasons. The pages that follow will assist you in overcoming such men, bearing in mind the overall welfare of your lodge. Obstructionists/Contrarians Merriam-Webster’s Dictionary defines an obstructionist as “one that hinders progress; one that deliberately and often by indirect or delaying tactics, obstructs business.” They also define contrarian as “a person who continuously takes a contrary position or attitude.” As Master of a Lodge, you will unfortunately encounter Brothers who fit into one or both of these categories, whether in your own lodge or at Grand Lodge Annual Communication. It is imperative you prepare to deal with them as you attempt to move your lodge forward. They most often come in the form of a Past Master who is struggling in working toward that Perfect Ashlar of Masonic behavior, as all human beings experience from time to time. Be careful not to confuse obstructionism and contrarianism with good counsel. Past Masters can be tremendous sources of valuable information and guidance and you should listen to them. But you must distinguish between someone genuinely concerned for the Lodge’s future and one who wants to arrest your ideas and hard work through spite, jealousy, or simply to “take you down a notch.” At first, such people appear to only be concerned with the welfare of the lodge and may convince other Brothers to side with them. But their true intentions always surface and his support will wane, if those supporting him are not also motivated by his spurious intent. Typical Obstructionist/Contrarian Tactics Red-Herring Diversions: Red-Herring Diversions is one of the most effective ways to subvert agendas, control timetables, portray new ideas as harmful, and otherwise proliferate obstructionist and contrarian strategies. "Red-Herring Diversions" can be any


type of action which diverts attention from or stalls the issue. Such diversions may include focusing on minutiae, subverting the agenda, not showing up, denying responsibility, uncontrolled meetings, continually permitting loose cannons to lengthen meetings, etc. Insisting On Following Tradition. Don’t allow Obstructionists/Contrarians to camouflage habit under the pretext of tradition. The purpose of the “tradition” diversion is to subvert and estrange present leadership with the decisions and practices of past leadership. The added benefit, of course, is that tradition can also be reinterpreted in a way most favorable to the Obstructionist/Contrarian. Arguments regarding "original intent," motivations, results, and comparing the past "successes" to present-day problems also helps the Obstructionist and/or Contrarian develop their case. A final added benefit is that tradition diverts attention from reality to fantasy. "Those were the good ole' days" and other such expressions flatly deny the conflict, the disagreement, the difficulties, and the necessity for mediated compromises which allowed for the initial approval and implementation of the tradition in the first place. Remember: A lodge is not a number, building, or town. It is a particular group of men at a particular snapshot in time. I Just Won't Do It. The simplest of all Obstructionist/Contrarian strategies are those implementing these approaches by simply obstructing progress by being lazy, lethargic, and unhelpful. In its passive form it appears as apathy. In its active form it may appear as a dare. "Let's watch and see if they can pull this off. I bet they can't. I dare them!" When these two forms are combined, the result is a classic passive-aggressive strategy. "I don't want it so let's just not support it. Then let's see if they can pull it off without us!" Don’t suspend your idea because a few people implement this strategy. The Obstructionist(s) will soon learn they aren’t the entire Lodge, which is likely the reason they obstruct in the first place. How to Overcome Obstructionists and Counter Contrarians 1) Head The Opposition Off At The Pass. Recognizing and understanding the antagonist and his motivations for his obstructionist/contrarian ways can reduce the amount of stress he creates. It can also save a lot of untold, unwanted, and unnecessary pain. 2) Give The Opposition A Fair, Open, Public Voice. Don't fail to propose an idea because you’re afraid they'll say "no” -- they will. Just remember that nothing obstructs more than refusing others a voice--even an obstructionist’s/ contrarian’s voice. By refusing to allow them to speak, you become your own obstructionist and begin a process of self-sabotage. There may be a point when he needs to be shut down, but ensure you reach it with ample patience in getting there.


4) Know Your Support. More often than not, it's not how right you are that counts it's the number of Brothers who consider you correct. Supportive relationships are essential. Though no one can guarantee who will be supportive in those difficult votes, continually striving to build and maintain strong relationships with others is always helpful. 5) Cultivate Support Before A Crisis. At the time an obstructionist/contrarian creates a crisis, it may be too late to garner extra support. It may look "self-serving," "manipulative," or "phony" to others. Leaders are especially vulnerable to such characterizations--true or untrue--when obstructionists have already been aggressively mustering support through upfront and under-handed techniques. 6) Avoid The Bylaw "Cry Wolf." Not everything is a bylaw issue, even in the Lodge. Too many individuals are prone to react citing bylaw authority to every wrong that arises. Far too often, such appeals are used inappropriately or reactively to "shut down" the opposition. Such reactivity is simply immature and ineffective. They can sharpen division, increase anxiety, arouse increased opposition, and impede healthy reconciliation processes. They can also signal desperation and thereby, undermine trust. 7) Be Non-Anxious. One of the greatest tools of obstructionists/contrarians is their ability to generate emotive responses on a broad scale. When anxious emotions are operative and dominant, the last thing needed is for the Master to add more anxiety to it. Efforts to coerce peace through moralization, threats, incentives, or bylaw mandates are nearly always ineffective in high level conflict. The best strategy is to use patience as the most effective tool. If every action results in an equal and opposite reaction, resist "slapping the other cheek" and, instead, infuse the system with patience, kindness, self-control and other anxiety-reducing postures. 8) Don't Take It So Personally. Obstructionists/contrarians may or may not be "out to get you." The truth is they can't unless you give them a footing in your heart, soul, and/or mind. Many times obstructionists are working in ways that hinder the work of the Lodge. So it really isn't you they are opposing. They are opposing anyone in the position of Master. 9) You Don't Always Have To Win. Winning football teams often have more plays on which they lose yardage than they gain. Championship basketball teams can win on as few as making 30 percent of field goals. There isn't any victory in life which doesn't come at the price of losing battles, sometimes multiple battles. But it's not the number of battles that you win or lose. It's whether you win the war. Defy the obstructionist’s/contrarian’s efforts to discourage. Keep your eye, and the eyes of onlookers, on the big picture. Recognize there will be setbacks, but keep focused on the process of victory. It can succeed. It will succeed. Give it time, patience, focused-energy and, if necessary, re-group toward the goal.


10) Be Gracious In Defeat. No, you won't win all the time. Greatness of leadership character is not merely seen in victory. It's also seen in defeat. It's easy to appear "Masonic" when you win. It's not so easy when you lose. Defeat is an invitation to reflect, regroup, refocus, and re-energize yourself to Masonry’s purpose. Learning gracious humility in defeat is one of the greatest ways to shape the character of Lodge leaders and prepare them for greater opportunities for victory. 11) Recognize That Sometimes They’re Right! Even the best-intentioned strategies for an idea may not be the best course of action for a Lodge at a given time. If nothing else, an obstructionist/contrarian may force you to "go back to the drawing board" to re-examine what’s best for the future of your Lodge. When done with wisdom and humility, a re-developed strategy may be better than the initial one you proposed. But don’t assume you should do this every time you encounter an obstructionist or contrarian. The Common Denominator

One interesting thing that many obstructionist/contrarian strategies share is their appeal to fear and anxiety--yours and theirs! Regardless of the strategy, it is really not the strategy per se that is so effective but the fear and anxiety it generates in the Lodge. A general rule of thumb is that anything which energizes the fear increases an obstructionist's effectiveness.

What this means for Lodge officers is simply that organizations are, by nature, anxious. They are composed of anxious individuals. The task of the leader is to provide such emotive energies which out-weigh the anxiety level. This is done by inciting "positive" anxieties which help people cope with "negative" anxieties.

Instead of letting individuals dwell in their anxieties of being out of control, unable to grow, and afraid of change, leaders must overcome such negative anxieties with positive anxieties directed toward positive change, growth, and the fulfillment of something outside themselves.

Section 6 – Membership Recruiting & Retention Page 21

Section 6 Membership Recruiting & Retention

Masonry was successful for centuries through meeting the needs of men of the era by offering a unique bond among them. Today, the culture of Masonry in most lodges makes recruiting a challenge. Masonry struggles to define itself and many members cannot describe it. Since this began 20-30 years ago in Nebraska, membership numbers have plummeted.

Part of our culture that needs to change involves how we seek new members. A Well-defined Identity, Culture, and Purpose

For years, Masonic culture discouraged Masons from actively recruiting men. Prospective members had to ask a Mason how to join the fraternity. At the same time, Masonry sought little publicity due in part to avoid “showboating,” while believing that if a man was interested in joining, he would seek out a Mason to do it. Yet, men joined the fraternity in droves because it had a well-defined identity, culture, and purpose.

Today, men work long hours, more than one job, and share in the child care and household duties of their family. Our fraternity must offer something of value by meeting their needs, and/or convincing them Masonry offers something worth their time, yet unique from countless other organizations that offer fellowship and charity. In 1966, approximately 40,000 men were Masons in Nebraska. Today, that number has dwindled to 9,500 even though Nebraska has experienced an increase in population of nearly half a million people since then. Hundreds of lodges across the nation have closed over the past 40 years due to lack of members. Many believe the fraternity has lost sight of its formerly well-defined identity, culture, and purpose.

Obviously, the fraternity must develop a different approach to maintain membership. We cannot afford to ignore the modern recruitment culture. The Importance of Recruiting New Masons The survival of Masonry depends on dedicated Masons who remain our most valuable recruiting tool. By informing your friends, family and associates about the rewards you’re receiving as a Mason, you offer them an opportunity to succeed together while improving the fraternity as a whole. Yet, just because someone is your friend doesn’t mean he’s entitled to become a Mason. Everyone has friends they love to socialize with, but wouldn’t let them live in


their home. Target the best and brightest who demonstrate the ability to be successful and make Masonry better than it would be without them. Look for people of vision. Help them see the fraternity as a chance to breathe new vigor into their journey through life. Inspiring Members to be Active Masons When a member feels good about what he learns from Masonry, he will be active in your Lodge, and express his enthusiasm to his relatives, friends, and acquaintances. This is the most effective recruitment tool possible. It originates from a well-designed program targeted to meet his needs. It is a foregone conclusion that to increase your Lodge’s membership, you must build a meaningful program for the year you serve as Master. In so doing, all Masons in your Lodge will recruit new members. Ask your brothers (and yourself) why they became Masons and why they remain members of the Craft. Using this information and the other material included in this section, write a dialogue for use with prospects that inspires them to seek membership.

What Men Want from Masonry Success requires not just strong recruitment, because that isn’t what primarily attracts members. The most effective recruiting tool is to create an attractive environment that meets the interests of today’s men. They want our fraternity to provide:

- Meaningful fellowship and opportunities to make new friends. - Leadership opportunities and training, and to be well led. - Relevant Masonic education. - A higher public profile for Masonry and pride in the organization. - Higher quality degree ceremonies presented more vividly. - Shorter meetings with entertaining and interesting programs. - Self-improvement.

After the first year of membership, 80 percent of all new members fail to return to Lodge. Failing to take action puts the future of your Lodge at risk.

Characteristics of a Candidate Remind the Lodge of the qualities of a potential member. Good candidates are:

- 18 years of age and believe in a Supreme Being. - Honest, faithful, and responsible. - Gregarious, congenial, and intelligent. - Morally good, law-abiding citizens. - Financially responsible and meet obligations. - Not argumentative or controversial. - Industrious in personal life.


Recruiting: Targeting New Masons

Targeting Prospective Masons Targeting is defined as identifying a group of men appropriate to become Masons. For instance, perhaps it’s members of your church, fathers of your son’s Boy Scout Troop, former high school athletes who played together, men on your softball team or any other groups, associates or organizations of which you are aware. Your first step is to set a goal. Review your Lodge’s losses for the past five years, and estimate how many Masons you expect to lose in the coming year. Add a percentage of growth to your previous year’s membership total, such as 5 percent or 10 percent. Don’t make it too low or too high, but a little more than what you’re comfortable achieving. Make yourself and your members stretch to reach your goal. If the Grand Master has set a goal for each Lodge, adopt that percentage and begin planning how you will achieve it. Your goal should not only replace your Lodge’s losses, but also increase membership as well. Appoint a Membership Committee chairman who works hard and is committed to your Lodge’s success. Members should trust him as someone who will do what’s needed to increase membership.

See Appendix A for forms on pages 50 and 51. Methods to be an Effective Masonic Recruiter Any Mason can be a top-notch recruiter. It takes just a little preparation that can be a very interesting and fun process. Become familiar with famous Masons. Learn who in world history was well known and also a Mason. Know local celebrities, officials, and foreign dignitaries who are Masons so you can bring them up in any conversation. Armed with good background information, you are ready to start identifying and getting prospects. This will aid you in the next step. Get the word out. Some people have heard of the institution, others have seen the Square and Compass symbol from time to time, and still others know their grandfather was a Mason. Find one of many creative ways to cause people to ask you about Masonry. The following steps are innovative ways to advertise the fraternity:

1. Wear a Masonic ring. Rings that prominently display the Square and Compass are the most effective as opposed to highly ornate ring that are difficult to identify at a glance. A prospective recruit’s question opens the door for you to apply the other recruiting techniques discussed in this section. Do not pressure them if they want to change the subject. You will quickly discern if he is impressed and may consider becoming a Mason.

2. Discuss famous Masons with friends and prospects. If a television show involves a famous Mason, be ready to say, “…and John Wayne was my fraternity


brother.” If they doubt the legitimacy of Masonry, it will be hard to continue it if they know men of historical integrity were Masons. Provide a list of famous Masons (with a blurb on Masonic history) to your prospect. Keep petitions and lists readily available wherever you are (your vehicle, office, or briefcase). (For a comprehensive list of famous Masons, go to Wikipedia and search for “List of Freemasons.”)

3. Place the Square and Compass symbol on your vehicle. The people who notice your vehicle may ask what it means.

4. Bring up Masonry in any way you can without directly asking them to join. If you regularly mention the fraternity, people will ask more about it. Invite them to watch movies like “National Treasure,” “The Man Who Would Be King” or “The DaVinci Code.” (For more movies with Masonic references, go to the Grand Lodge of British Columbia & Yukon website: https://en.wikipedia.org/wiki/List_of_Freemasons). Don’t sell the event as a Masonic event, just a good movie. Or, invite them to a concert with Mozart in the program and casually mention he was a Mason.

5. Point out Masonic influence on history. When a prospect uses the words, “on the level,” “blackballed,” or “third degree,” or any of the other commonly-used Masonic terms, take the opportunity to explain its Masonic meaning.

6. Invite prospects to non-Masonic social gatherings with a group of Masons. Invite prospects to your house for a cookout, to a restaurant, a movie, or any other social gathering where they are the only non-Mason present.

Once you have identified prospective members, the next step is the most critical: recruiting them. It is most important to favorably impress prospective members. You must provide them with accurate and meaningful information. However, it is even more important that you are able to speak knowledgeably about Blue Lodge Masonry. Prospective Lodge Members Form Most Masons become perplexed when asked to provide the names of men who may want to join our fraternity. Too often, we convince ourselves they wouldn’t want to join, or, more than likely, we think there’s no one who will join. Getting your members to think about the areas of their lives where they interact with men may make them aware of men they hadn’t previously considered. Appoint a committee to develop a list of prospective members. At your next meeting, they should distribute the Prospective Lodge Members form in Appendix A (page 50) of this section. Ask members to write down names of men they know. The committee will gather the forms to record all prospective members.

https://en.wikipedia.org/wiki/List_of_Freemasons


“MASONRY REVEALED” EVENT A more formal presentation of information can be provided to prospective members at an event which is a proven success at recruiting. This involves the preparation of a meal, presentations about Masonry, and a tour of your Lodge. From your list of prospective new members, send a letter from the Master of the Lodge inviting them to learn more about Masonry at a “Masonry Revealed” event.

Plan and Be Organized: Appoint a Committee A “Masonry Revealed” event is very rewarding if planned and carried out properly. To ensure success, it must be planned months in advance and include a letter of invitation, a dinner with a program about Masonry, and a follow-up with the prospect. The following approach will work equally well for your Lodge

• Name a committee chairman who is good with details and follow-up skills. His first task is to schedule the event on a date most people can attend. Check the Lodge’s and other Masonic organizations’ calendars. Determine where it will be held. If your Lodge isn’t clean and presentable, find another location. Pay attention to detail and ensure all plans are completed correctly. It only costs a little more to go first class and is well worth making a good first impression.

• Using the list of targeted prospects, the committee sends invitation letters to prospective members. A sample letter is included in Appendix A (page 54).

• Mail the letter three weeks ahead. The letter should outline the day, date,

time, place, and the name of the Lodge member who will personally contact them. Know the prospect’s profession and background and assign him a Masonic “sponsor” with a similar background.

• The sponsor should contact his prospect three days after the letters are

mailed and inquire if he received it, and describe the nice evening the Lodge has planned. Identify suitable attire. The sponsor must arrive early on the night of the event to greet and introduce him to others.

• Plan a dinner (catered, steak fry, etc.) for the evening. It is important that

high-quality food be provided in proper quantities. • Ensure Lodge members attend the “Masonry Revealed” as a show of support

for the Lodge. Prepare name tags for everyone ahead of time. Once the evening has convened, the Master gives a short welcome. First, introduce any distinguished guests followed by any other introductions of Lodge officers, prospective Masons, etc. But, don’t introduce everyone. Then offer an invocation before the meal.


• Plan an interesting Masonic program to follow dinner. Tell them about

Masonry, what your Lodge does, the programs the Grand Lodge sponsors, and about Masonry on an international level. Invite them to petition your Lodge. Visual aids increase interest.

• Impress on prospects the benefits of meeting and enjoying the company of

other like-minded people. Mention how the fraternity develops leadership through the code of ethics of the builders of King Solomon’s Temple.

• Confine the program to Blue Lodge Masonry. Presentations from other

appendant bodies only confuse and overwhelm prospective members about Masonry and add to the length of the program. The appendant bodies will benefit from your efforts at a later point in time.

• After brief remarks by the Master thanking everyone for attending, as well as

a benediction, close the meeting. Present each prospect with literature about Masonry to take home and read. Offer them a petition and encourage them to complete it before leaving. The entire program should never last longer than one hour. Follow with refreshments to provide an opportunity for fellowship and to answer questions on a one-to-one basis.

The most important part your “Masonry Revealed” occurs after it ends. In the week following, the sponsoring Mason should ask for questions. Then, invite the prospective member to submit a petition if he didn’t already. If the prospect indicates one is forthcoming, he should inform him of the date of the next meeting for deadline purposes. Remind the prospect of the 30-day holdover period to plan for the ensuing degrees. The prospect should be informed an Investigative Committee will make an appointment to discuss his qualifications and answer any further questions. See “Masonry Revealed” forms in Appendix A (pages 52-54).

Reasons to Become a Mason Provide these reasons to become a Mason to prospective members. Masonry is:

• A fraternity where free thought, speech, and personal growth develop to its fullest potential.

• Outstanding individuals from all walks of life you would not otherwise meet. • Self-development opportunities, leadership training and experience, refining

public speaking skills, and reinforcing moral virtues. • Interaction with good men who inspire you to become a better man.


INVESTIGATING COMMITTEE It is the Master’s responsibility to appoint an Investigating Committee immediately after the petition is read in Lodge. This applies to all categories of petitions and reinstatements after suspension for nonpayment of dues after three years. The Investigating Committee is the guardian of our gates. Its report at the next Lodge meeting may well determine the outcome of the ballot. The future of your Lodge rests squarely on the quality of petitioners who are accepted. The committee’s duties are twofold. The first is to investigate the eligibility of the candidate, his character and his fitness for membership. The second duty is to give the candidate and his family a positive first impression of Masonry and answer questions.

The committee contacts the candidate to arrange a meeting with him. It may be best to arrange for the candidate to meet at the Lodge prior to or after another scheduled event to make the most of the committee’s time. Ensure the interview is friendly and promotes dialogue. Verify the following:

- Belief in a Supreme Being. He must believe in a Supreme Being. - Age. He must be at least 18 years old and not feeble of mind. - Jurisdiction. He must have resided in Nebraska continuously for six months

immediately preceding and at the time his petition is received by the Lodge. - Occupation. His occupation may be indicative of his character. - Prior petition. Verify the outcome of any previous petitions and confirm the

required six months have passed from that date. - Does the candidate know any reason he should not become a Mason?

The answer could disclose mental reservations about Masonry or information about the candidate requiring further investigation.

- His petition is submitted of his own free will and accord. Undue pressure shall not be applied to convince him to become a Mason.

- Financial ability and special benefits. He must have financial ability to pay his dues and fees. He must understand he will not receive personal or financial benefit, and that Masonry is not an insurance, burial, or relief society.

When concluding the investigation, the committee should contact the brethren who

signed his petition. Any report casting discredit on his integrity, morals or record should be thoroughly investigated.

The report consists of a favorable or unfavorable response in the space provided on

the petition. Do not hesitate to make an unfavorable report if the candidate is not qualified in every respect to be a just and upright Mason.

Prepare Him for the EA Degree Ensure his experience is positive by informing him of what to expect.


Of men who were suspended from their Lodges for non-payment of dues, 66 percent said they were not prepared for the initiation. It surprised them and they felt uncomfortable. Because no one had told them what to expect, this made them uncomfortable and even embarrassed. See the Letter to EA Candidate in Appendix A (page 55) to prepare them for the Entered Apprentice Degree.

SUCCESSFULLY KEEPING NEW MASONS

Mentors Each candidate must have a mentor assigned who will inform him of all he needs to know while progressing through the degrees and beyond. The mentor’s duties are to:

- Attend each stated and special meeting for six months. - Invite the new member to each meeting. - Follow up after each degree to answer his questions. - Introduce him to his Lodge brothers. - Identify his Masonic friends and invite them to his initiation. - Encourage him to volunteer to help with Lodge projects. - Inform the Lodge about his interests. - Ask for feedback on how he feels about Lodge. - Watch for any loss of enthusiasm. If discovered, ask for the cause of it.

Effective Candidate Instruction

Merely receiving the degrees does not make a proficient Mason. Time must be allotted to teach candidates other things they need to know, such as, the explanation of certain terms, what they can and cannot do in Lodge, etc. To properly instruct, we must have competent teachers and effective courses of study. It is important to remember the three degrees of Masonry form the foundation of the fraternity – the beginning of a man’s Masonic journey. Ongoing experience and training must be accomplished to prepare him, particularly if he is to be expected to lead the Lodge someday. In Masonry, candidates learn more when they become active, learn the ritual, and attend other degrees than they do during initiation amid uncertainty, apprehension, or nervousness. The best mentor is a knowledgeable Mason who is so devoted to the fraternity that he genuinely wants to assist in the important task of teaching his brethren properly. He should have the ability to communicate effectively with others from all walks of life. The Grand Lodge Standard Proficiency manuals contain the information every candidate must possess before proceeding to the next degree. It is the Worshipful Master’s responsibility to ensure the Standard Proficiency manual has been satisfactorily completed before the candidate demonstrates his proficiency and the modes of recognition in open Lodge. Additional information on mentoring new members can be found on the Grand Lodge of Nebraska’s Web site (glne.org) in the Enrollment Program.

Section 7 – Ritual Work Page 29

Section 7 Ritual Work

What is Masonry? Its many different things to many different Brothers based on how they view their world. But it’s one thing to all of us: Masonry is the world’s oldest fraternity of gentlemen founded on the code of ethics of the builders of King Solomon’s Temple. Anyone would be hard pressed to say Masonry, in its foundational form, isn’t exactly that. When you remove the Legend of Hiram Abiff from the description and meaning of Masonry, you might as well be describing any number of organizations that do charitable work, offer fellowship, or practice fun activities. You can do all those things while sitting with your friend at the bar and buying popcorn from a young athlete who comes in to raise funds for the town baseball team. Men join Masonry for Masonry. Where can you find it best proscribed? In the ritual. Why is Ritual Important?

• Inspiring candidates through meaningful ceremonies. • Sense of personal accomplishment. • Ensuring your lodge’s future. • Pride in conveying the heritage of your Lodge.

These are among the benefits to your Lodge in not only achieving proficiency, but also by excelling in the performance of our fraternity’s work. Your Lodge’s ability to skillfully perform all aspects of the ritual is absolutely essential to sustained growth; but more important is your Lodge’s willingness to learn it to begin with. Rest assured that if not now, at one time your lodge performed ritual very well in the glory days of Masonry when the sidelines were full. Is your lodge barely able to open, those who do attend are apathetic, and the future of your lodge is in question? If so, chances are this can be traced back to a point when your Lodge lost focus of ritual. Today, as in those days of yore, it is wise to not only ensure your officers are proficient, but to also create a culture in which multiple Brothers are proficient in all ritual parts for years to come. This can best be accomplished through a multi-phased approach of practices and instruction for your Brothers, but most importantly, your officers. No man should ever presume he can be Master of the Lodge who cannot or does not confer all three degrees at some point in his ascent through the chairs. If he claims he is too busy and/or unable to learn ritual, he is certainly too busy and/or unable to effectively lead your Lodge. Your plan needs to include preparing your officers (and


members) to learn so they can continue the legacy of your Lodge. You’re not just building for today, but preparing for your Lodge’s future. That’s what leaders do. As the Grand Lodge Officers travel the state, they have the honor and pleasure of visiting many lodges in both rural and urban settings. One thing they discovered – conducting degrees without outside help; less than 35 percent are certified to conduct the degrees of Masonry while many are not even certified to open a Regular Communication in the Master Mason degree. This should not come as a surprise to anyone, especially those few who travel to multiple lodges to assist them in conducting degrees. But as the unsparing ravages of time take their toll, these men will inevitably pass into that Undiscovered Country from whose born, no traveler ever returns. Any man who has been a Mason over 20 years will attest he has seen fewer and fewer Brothers on the sidelines and even fewer willing to deliver lectures. Without a workable plan to continuously replace the noble men who give something of themselves by learning ritual, soon there will be none. Is this your lodge? Will it soon be? Below are two ways you can ensure your lodge is able to convey the time-honored legend of Hiram Abiff, the philosophical foundation that defines us as Masons. VOLUNTARY LECTURE SECTION I (ANSWERS) PROFICIENCY Do you want to find a simple way to lay the groundwork upon which all your new Masons can learn to confer the Entered Apprentice, Fellow Craft, and Master Mason degrees? As they advance through their degrees and demonstrate proficiency, if your lodge requires them to learn the full "Answers" portion in all three degrees for Lecture I “Questions and Answers,” they’ll have almost everything they need to know. And with the exception of a few more paragraphs, will be ready to confer degrees by the time they submit their first dues payment. History This concept is nothing new. Prior to the end of the 1980s, ALL new Masons were required to do so for all three degrees. Today they are the “old guys” who are now conducting the majority of the ritual and lecture work for many Nebraska lodges. Grand Lodge statistics show that after the 1990s ill-advised reduction of the full “Answers” to the meager few lines now required for advancement, membership numbers nose-dived even though that action was taken to make it easier to attract men into the fraternity. In 1960 at the height of ritual proficiency, Nebraska Masonry had 45,000 members among the 1.4 million people in Nebraska. Today we have 9,500 members with half a million more people living in the state. Our downturn took its steepest dive after the ritual proficiency requirements were made easier to attract more members. How wrong they were.


Many seasoned Masonic leaders now feel membership numbers tumbled because people who joined Masonry wanted to experience it in depth. This once came in the form of learning and inculcating the full legend of Hiram Abiff on new Masons, discussing it openly in depth, and participating in its inculcation to others. The ability to fully comprehend and implement Masonic tenets in your life and/or explain and teach the principles of Masonry was only half of the experience derived from the mandatory learning of the full “Answers.” Working one-on-one with a seasoned mentor to learn them was a unique Masonic bond that cannot be recreated in ANY other way. Nebraska Masonry’s problem isn’t recruiting; it’s retention of members. An average of 300 men join the fraternity each year, while in many years, we lose twice that amount mostly through suspensions for Non-payment of Dues. Here’s why: in recent years, when new Masons came to the lodge and searched for Masonic meaning, they found few remaining who could offer it to them. The meager memory work they were required to perform for advancement through the degrees held little significance due to its brevity. Many never knew the context of the few words they were hurriedly regurgitating, so they left the lodge to search elsewhere for enlightenment. In short, by reducing the requirement for EVERY member to learn the ritual that defines us as Masons, we may have put more men into Masonry for a very short time, but didn’t put more Masonry into men in the long-run. In the old days all lodges could confer degrees. Because we stopped requiring new Masons to learn a meaningful amount of ritual, few remain today to do so. This is why less than 35 percent of Nebraska lodges are certified to conduct ritual work. Is this your lodge? Will it soon be? Studies show that new Masons are absolutely willing to learn this level of ritual when they join. Human nature is such that we always take the path of least resistance, but do what is necessary to achieve our goals if we deem them important enough. If you ask a new Mason to learn a few lines of ritual, he’ll do that. Don’t forget that if you ask him to learn the full “Answers” to ensure he has developed the foundation of a sound knowledge of our philosophies, he’ll do that too, if Masonry is important enough to him. If it isn’t, then we’re likely to lose him soon anyway. No one ever said becoming a Mason should be quick and easy. We hope a new member will be with us the rest of his life. What’s the hurry to make him a Master Mason as fast as we can? By guiding him to learn the foundations of Masonry through ritual, he’ll find that meaning he is searching for and make it his way of life. For life. Apply to the Grand Lodge Committee on Work Grand Master Thomas Hauder (2013) introduced a recommendation to allow individual lodges to decide if they wanted to increase the levels of mandatory proficiency for their candidates while advancing through the three degrees of Ancient Craft Masonry. This recommendation overwhelmingly passed by a vote of all delegates of the Grand Lodge which includes all Masters, Wardens, and Secretaries of every


Nebraska lodge. While not making it mandatory across the state for all new Masons, it gave the authority back to the local lodges to decide what they wanted their new members to learn. When given the authority to do so, numerous Nebraska lodges voted internally to require their members to learn the full “Answers” as all Masons did from approximately 1857 to 1990. In accordance with the recently passed legislation, they then applied to the Grand Lodge Committee on Work to have their increased proficiency requirements approved and made official. After short review of the application, all lodges applying to do so have been approved for increased candidate proficiency and are now reporting huge success in raising and retaining members who have invested a significant part of themselves into the foundations of Masonry. But more importantly, they’ve invested a significant part of themselves in their lodges. It not only keeps new Masons engaged and interested, it brings back the “old timers” who you haven’t seen in a while. They find a renewed sense of purpose in your lodge when they have new Masons to mentor as they were mentored in the glory days of Masonry. If the same, tired old recruiting efforts are still leaving your sidelines empty, you have nothing to lose by trying this option for your lodge. Apply to the Grand Lodge Committee on Work. It could save your lodge. INDIVIDUAL PROFICIENCY SCHOOL A second option to increase your Lodge’s ability to perform ritual and secure its future is to encourage your officers and members to enroll in the Grand Lodge Individual Proficiency School. The Grand Lodge hosts this statewide year-long classroom program designed to provide a curriculum structure and one-on-one assistance to those dedicated Masons who seek to learn and be certified by the Grand Custodian as knowing every word of our esoteric ritual work. In completing this course, students count themselves among less than 1 percent of all Masons in Nebraska. This is not as difficult as it may seem, as once a student learns the structure of the Entered Apprentice Degree, the remaining degrees are very similar and require significantly less time to memorize. Students learn alongside other Brethren, assisted by a host of tutors including the Grand Custodian and several of his Deputies, Grand Lodge Officers, and other Brethren certified Individually Proficient. This class is scheduled to meet once a month with homework assignments in between. The pre-requisite for this class is learning Lecture Section I (both the Questions and Answers) of the Entered Apprentice Degree.


Individual Proficiency fosters many benefits to you, your lodge, and all of Nebraska Masonry. The Grand Custodian, all Deputy Grand Custodians and their Apprentices, and 95 percent of all current Grand Lodge Officers are certified Individually Proficient in the ritual.

Another Reason for Good Ritual Work How well your Brothers perform ritual casts an impression of your Lodge and Masonry on new members. It is important that Brothers maintain decorum, eliminate “horseplay” and be well-studied in our work. Our fraternity espouses high and serious ideals, which should be exemplified in our ritual. Incessant chatting or laughing on the sidelines is a distraction to candidates and the Brothers delivering our work. Candidates are never impressed by such a lack of respect. Ensure the focus of all Brothers is on the work and they are considerate of candidates.

The Importance of Backup Ritualists Perhaps your lodge has a workable plan and has developed a list of Brethren who are eager to learn lectures. Or, you have a solid list of people who can perform multiple degree parts. If this is the case, you are among very few lodges in Nebraska that do. No matter the reason, we cannot ignore the serious problem of dwindling ritualists. But even the most ritual-focused lodges still have trouble finding a Middle Chamber lecturer or a King Solomon from time to time. It is essential to the ongoing health of your Lodge that more than one Brother is able to perform each part of our work. Provide for additional Brothers so there are backups for each part. No one should “own” a part and be the only one to ever deliver it. Our work is important to the involvement and satisfaction of all your members. Brothers who learn new parts should be scheduled to alternate. They need to maintain what they’ve learned and continue their interest in your Lodge as a vital part of its success in the future. Also, include all Brothers who know a part in any ritual rehearsals.

Practicing and Performing Ritual Work Improving your Lodge’s ritual work begins with a sincere desire to accomplish proficiency in all phases of the ritual in the best possible manner. This requires the commitment of your Brothers and your “leadership by example” as well as your comprehensive planning. Holding regular ritual rehearsals is the best way to ensure your officer and members know their parts. The word “proficient” means to be highly competent or skilled. You, as Master, must set the level of acceptance. It is your prerogative to call practices, to ask a Brother to work with a struggling officer or to whisper good counsel in the ear of a Brother who needs to work harder on his part. It is also your responsibility because one or several years of not practicing ritual work begins the slide that can result in the loss of proficiency. And, your lodge will fall into that 60 percent who cannot conduct degrees.


But, practicing is not the entire answer. Familiarity with our work can also be achieved through brief presentations of ritual at all meetings or at special meetings you schedule for ritual training. Repetition of degree parts, partially or in full, at regular communications helps all Brothers review the work and could spark interest in some to learn it. Including explanations of where the presented work occurs in the degree and what it means will add interest. In addition, understanding ritual’s meaning eases comprehension and memorization. To make these presentations appropriate, it is advisable to keep them short. Inform the Brethren your ritual training program will be ongoing and designed to learn and retain the ritual over an extended period of time. Together, this approach provides increased exposure to the work, its meaning, and gives those who learned it opportunities to demonstrate.

Practicing the Work Set a ritual practice schedule for the officers who will serve during your year as Master. Also, allow time later in the year for the incoming officers to prepare for proficiency examinations conducted by your Deputy Grand Custodian. During practices, refer to both the cipher and the Floor Work manuals (both available from the Grand Lodge) to determine the correct sequence for the ritual and to make certain the ritual and floor work are taught correctly. Note that they are not to be used in a tiled Lodge. A lodge is not legally opened until the three lesser lights are lit. However, don’t light them and ciphers can be used for rehearsals as an informal “Lodge for Instruction.” Consider using the Ceremonies Manual in your practice sessions. Select Brethren to practice receiving the Grand Master and encourage some members of the Lodge to learn the Funeral Oration in the Memorial Service. Practice in your Lodge so it’s comfortable for the Brethren to perform in public.

Performing the Work Identify Lodge Brothers who you believe are best qualified to participate in a program to improve the quality of the ritual work by performing at regular meetings or special meetings for training. Assign a specific part to each Brother and give them a date they will perform it. It’s important to control the subject material and time. Do all you can to see Brethren participate in the program. Communicate to your members the subject of the upcoming training session and how long it will last. It is suggested the session be no longer than an hour. An excellent approach is to close the Lodge and open a Lodge for Instruction. Plan an orderly approach to the subjects you will cover in special meetings. Start with presenting the opening and closing in each degree, then progress through the degrees. Integrate the cipher and floor manual for the conferral of the degree up to the lectures, then start with the introductions for lectures. Do not try to accomplish too much at each session. Select a portion of the ritual and spend enough time on it to be comfortable before progressing to the next phase.


If you have questions or want specific help in your program, contact your Deputy Grand Custodian.

Recognition Another way to instill pride in your Brothers who are learning the work is to list them on a Proficiency Wall Chart (GL115) and mark the parts they learn. Hang the chart in your Lodge. It is available from the Grand Lodge Office. See the “Grand Lodge Ritual Work Publications” in Appendix B on page 57. .

Conferral on More Than One Candidate The conferral of degrees on more than five candidates at once requires permission from the Grand Master. The procedure for this is available from the Grand Lodge Office.

Activities to Improve Lodge Work Schedule enough practices so everyone with a part can become proficient. It may be necessary for someone to work individually with Brothers to help them learn their parts. Assign Brothers to help each other as needed. To protect your Lodge in the event someone is unavailable when a degree is scheduled, set goals to have several members proficient in each part. Rotate those who know the same part so all are prepared to present it at any time. Encourage everyone who aspires to learn and present the work to attend Grand Lodge Schools of Instruction in your area conducted by the Grand Custodian. Request a Deputy Grand Custodian to assist at practices. Announce at your first meeting that it is your expectation that members refrain from conversation during a degree. Be prepared to back it up with a rap of the gavel or by providing good counsel to the offending Brothers. Ask your officers to join you to visit a Lodge that performs excellent work so members can gain better understanding of what is expected of them.

Tools of Proficiency The Grand Lodge Office has several publications that will assist you in achieving

and maintaining proficiency in your Lodge. If your Lodge doesn’t have these publications, contact the Grand Lodge Office to obtain copies For sample Trestle Board forms and Ritual Publications, see Appendix B on pages 57-60.

Section 8 - Communication Page 36

Section 8 Communication

During your year as Master, you will want members active and attending activities, as well as new members who will provide long-term stability for your Lodge. Each section in this manual provides a piece of that puzzle. There are two different audiences you need to keep informed: an internal audience, your members, and an external audience, prospective members. The advantages presented by promoting your Lodge and its activities are numerous and beneficial. Internally, communication will:

- Keep your members informed about what their Lodge is doing. - Encourage members to attend activities because they will know when they

will occur and what will happen at them. - Give members pride in their Lodge because of increased awareness of its

many activities in the community. - Create pride in members who are recognized in your communications.

Externally, communication will:

- Educate the public about Masonry, who you are and what you stand for. - Interest men in joining your Lodge because of what they’ve learned about our

fraternity from your promotion. - Elevate the prestige of your Lodge, your members and our fraternity in your

community as your involvement, and supporting promotion, increase.

How does the public perceive your Lodge and the Masons in your community? How do your own Lodge members perceive your Lodge? The sad truth is that few Lodges engage in any kind of communication, which contributes to a lack of understanding about Masonry and declining membership. The result is their lack of positive perception about Masonry. Little or no communication from their Lodge leaves your brothers questioning why they pay their dues. In most cases, the public may be aware of the sign on your Lodge with the peculiar symbols they don’t understand. Beyond that, their perception of Masonry and your Lodge is limited to other sources of information, which may be misleading. The lack of understanding is always filled with misinformation and rumors. We’ve all heard Masonry called a secret society or cult. Perception becomes reality for our members and the public. In the absence of communication from your Lodge, they don’t know any more than what they’ve heard from unofficial sources or what they conjure up themselves. The lack of communication with inactive members may cause them to view your Lodge as uncaring and irrelevant. It makes them question why they remain members. This gap of understanding about


who Masons are and what your Lodge does is directly attributable to the lack of communication from your Lodge. EXTERNAL COMMUNICATION External communication with non-members in your community introduces Masonry and your Lodge to a veritable unlimited supply of new members. It can take many forms under the headings of informal and formal communication methods. “Informal” External Communication Informal communication includes ordinary or casual methods that are known to us that lack ceremony. They are generally simple and easy to do, but of equal importance. For informal communication to be successful, you must keep your radar up by being aware of what to say when comments or questions arise about our fraternity, and seize these opportunities by being prepared to talk about Masonry. You must be prepared to inform others about Masonry. Our fraternity means something different to every member. However, as mentioned before, it is one thing to all of us: Masonry is the world’s oldest fraternity of gentlemen who base themselves on the code of ethics of the builders of King Solomon’s Temple. Here are a few more definitions you may consider adapting to explain the Craft to non-members:

- Masonry is a way of life that offers men opportunities to make good friends, help others, and to nourish their own value system.

- Masonry is like a civic club, a charitable institution and a fraternity all rolled into one. But, most importantly, we are a fraternity for men doing good things for each other, and trying to bring men of good morals and ethics together in our community.

- Masonry is an organization that motivates its members to improve through reflecting upon themselves.

Informal communication may prompt others to ask you about Masonry, or when you mention that you are a member. Talk openly about our fraternity. Others can’t ignore your outward passion for Masonry. Everything your Lodge does in your community informally communicates something about your Lodge. That’s why it’s important that every event and activity be well planned and that your members always present a good image of your Lodge and Masonry in everything they do there.

NEWS RELEASES: Formal External Communication Formal external communication involves more planning, member involvement and sometimes a financial and time commitment to utilize more conventional external methods of communication. An obvious example is the news media in your community; your local newspaper, and radio and television stations. Sometimes it can be challenging to get your Lodge’s information in print or on the airwaves. Your best bet is to know someone in the news media whom you can work


with to get the information placed and before the public. A personal relationship with a member of the news media can go a long way to gain additional exposure for your Lodge. In addition, a well-written news release can provide a vehicle for getting the word out about Masonry in your town. For instance, prepare a news release about community service activities and special events at your Lodge. The less editing that is required of your news release increases its likelihood to be used. Reporters and editors have very little time each day to correct grammatical errors, misspellings and copy that is not in news style. Got to Appendix C for sample News Releases and instructions (pages 61-63). INTERNAL COMMUNICATION Internal communication creates an informed membership and encourages your members to take part in meetings and activities of your Lodge. No matter how good the plan is for the year you will be Worshipful Master, you must tell your members about your Lodge’s activities so it is heard, heard again and heard a third time before it becomes memorable. The worst thing for a Master to hear is that a brother intended to be at an event, but he couldn’t find the information or forgot about it. Take advantage of every situation to inform or remind members about upcoming activities. Every time members meet, mention events that are on the schedule. Regularly review the Lodge’s schedule at meetings and degrees, but don’t forget ritual practice or even when passing on the street. Hand out the Lodge schedule at the installation of officers when you may have the highest attendance at the lodge during the year. The following is a list of communication vehicles to get the word to your members:

- Lodge newsletter. Make certain your articles are short and graphics are included to grab their attention. Emailing it is best.

- E-mails. This is the best way to inform members about upcoming activities. Develop an e-mail list of your members.

- Website. This offers information about your Lodge 24 hours a day. Your biggest challenge is keeping it updated and fresh.

- Community Calendars. Most radio and television stations have community calendars that accept announcements about meetings and activities from local organizations. Send information about Lodge events and activities at least two weeks before they occur.


LODGE NEWSLETTER Preparing and sending a newsletter to all members from your Lodge offers many benefits and gives even non-active members the feeling they’re getting something for their dues. What do you want to accomplish with a newsletter? Do you want your newsletter to increase attendance at meetings and activities? Will you provide a recap of past activities? Masonic education? Is a message from the Worshipful Master or other officers another goal? Recognizing a member? Do you want to reach and inform every member? Perhaps you have additional reasons. Ask yourself what you want to accomplish. How do you want your newsletter to look? Your newsletter must communicate information to readers. An attractive format will draw your members to read it. A newsletter is limited only by the resources available to you. With very little effort, an appealing newsletter can be produced on a computer. What will you title the newsletter? A newsletter’s name should say something about your Lodge. With more than 90 emblems, Masonry provides many possible names. You may also decide to use the name and/or number of your lodge. Photographs and artwork draw attention to articles. Also, look for simple artwork that represents the theme of the article. There are many websites that have Masonic and other clip art available at no cost. How will content be developed? Will your Lodge rely on one person to provide content? What role will the Worshipful Master play in its development? Of critical importance is completing content in time for regular distribution. The Worshipful Master should provide strong direction in the content of the newsletter in accordance with his goals. Content to consider:

- Calendar of events. - Masonic education. - Articles about upcoming activities. - Support and promotion of Grand Lodge programs. - Message from at least one elected officer. - Dues reminders

How frequently should the newsletter be distributed? Distributing your newsletter once a month is ideal. Less frequency risks members forgetting the information, requiring your newsletter to contain more and interesting information to make a long-lasting impression. And, you must be sure to cover all upcoming activities until the next issue. Consistency in distributing your newsletter on a


certain date will build your reader’s expectation for its arrival, assure that all activities are covered and will enable you to maintain a regular schedule in its production.

Who should write the newsletter? Select a newsletter editor who has a good command of English and may know something about newsletters or newspapers, and who can operate a computer well. It is advisable that an assistant editor or reporters be appointed who are good at completing assignments on time and who write well. It’s also a good idea to have someone review content to give it a final reading for errors. This may be the Worshipful Master.

How should I distribute the newsletter? Most members may prefer to receive your Lodge’s newsletter through email and save your Lodge a lot of money. You should encourage this

Section 9 - Fellowship Page 41

Section 9 Fellowship

The majority of your Lodge members are not active. They don't attend business meetings, activities, or degrees. In most Lodges, only one in 10 brothers does.

Friends and Fellowship The Masonic Renewal Committee of North America surveyed new Masons on the potential benefits they expect from membership in our fraternity. 95 percent said they expect to make new friends through fellowship. Knowing this fact, you have the opportunity to involve members and generate growth in your Lodge. When a man feels welcome, that’s his first milestone for becoming a Mason and getting involved and committed to your Lodge.

What Contributes to Fellowship? In another survey, Masons said these factors contributed most to fellowship:

- A good example set by leadership. - Absence of cliques. - A warm and pleasant setting. - Effort on the part of all members. - An open and friendly atmosphere.

Plan activities that bring members together. Your Lodge must generate interest for everyone; not only to offer incentives to petition but to retain existing members. It helps your members enlist their sons, relatives, and friends into Masonry.

Common Courtesies to Promote Fellowship Every member must show sincere interest and consideration for each other. Receiving the Masonic hand of friendship is what men seek from a fraternal setting. • Welcome all members and visitors before every gathering. Assign someone the

responsibility to greet members as they enter, but everyone should aspire to welcome all brothers. Give special attention to guests. Make introductions during Lodge meetings. Ask all members to warmly welcome new members and guests.

• Masonic cards: Send them on the anniversary of the brothers’ raising; also birthday, get well, and sympathy cards.

• Death of a Brother notifications: Establish a calling tree to notify members of a brother’s death and ensure good attendance at the funeral.

• After closing the Lodge: Provide refreshments for further fellowship. • Personal note to guests: Thank new members and guests for attending.

Section 9 - Fellowship Page 42

Fellowship-Related Activities

Camaraderie Barbeque Day at the State or County Fair Picnic Visit a zoo, historical site, museum, etc.

Food Potluck dinner Recognition dinner Chili cook-off George Washington’s Day Dinner Table Lodge Charter Day Dinner Saints John Day Dinner .

Parties Holiday parties Past Master’s Night Year-Pin recognition night Theme parties (western, luau, football,

fiesta, 50s/60s party, etc.)

Ritual Work Outdoor degree Visit an area Lodge Rusty Trowel Degree Friendship Night Sports Attend a sporting event Bowling Golf/ Miniature golf Billiards Fishing trip Lodge softball team Sponsor youth sports teams Fishing trip with other Lodges

Section 10 – Service to Fraternity & Community Page 43

Section 10 Service to Fraternity & Community

In the early days of the 1700s and early 1800s, Masonic charity was largely limited to members, their widows, and their orphans. Homes for the aged and orphanages were established all over America. We still do these important things. In addition, Masonry supports more ways to help communities than any other private organization.

Fraternal Service

Three charities close to the hearts of Nebraska Masons are The Nebraska Masonic Home, Masonic-Eastern Star Home for Children, and the Nebraska Masonic Foundation. These worthy causes are the first line of Nebraska Masonry’s service projects.

• Nebraska Masonic Home in Plattsmouth provides care for retired Masons, their widows, wives, mothers, sisters and daughters. Its bylaws for eligibility include membership in good standing over a continuous period which varies with the age of the Mason. Call (402) 296-7300 for further information.

• Masonic-Eastern Star Home for Children in Fremont provides quality care for children 5-18 years of age separated from their homes. Call (402) 721-1185 for further information.

• The Nebraska Masonic Foundation is an educational, cultural, historical, literary, and charitable foundation exclusively for the promotion, support, and maintenance of Masonry and for the benefit of the public. The Foundation conducts an annual fundraiser to support Masonic Youth education events and educational scholarships. Call 402-475-4640 for further information.

In addition to the above, some Nebraska Lodges support needs in their community through fundraisers. Whatever the need, Nebraska Masons help. Lodges: A Community’s Focal Point From Nebraska’s earliest beginnings, Masonic Lodges were a focal point in the community. The Masonic Lodge often served as a church on Sunday and a post office or school during the weekdays. Many Lodges were used as polling places on election day. Civic functions such as parades, July 4th celebrations and Founders' Days events were planned in the Lodge with the participation of its members. Anyone who saw a community need – from paving or lighting the streets to planning a city park – included the Masons from the beginning.

Section 10 – Service to Fraternity & Community Page 44

Connecting with Your Community • Future members discover Masonry when the Lodge is visible. • Your members will be proud of their role in the community. • For any organization to grow, it must be able to involve all its members in

some way. The participation of your members in community service builds a strong team and commitment to the Lodge.

• Your image improves in the community, and spreads positive relations among residents.

Members Feel Pride As leaders of your Lodge, you have a choice to make: Do you pursue activities that create pride and thereby increase member satisfaction and support, or will you continue on a path of noninvolvement and wonder where your members have gone? Masonry dies when it stays inside the Lodge room. It has always been a vital part of the community. After serving as Master of your Lodge, it will feel good to know you made your Lodge a little stronger through a successful project. One exciting idea or project usually leads to another. You might find the public’s perception of your Lodge improves, and then exciting things start to happen and Masonry reaches its potential.

Section 11 – Budget and Finances Page 45

Section 11 Budget and Finances

A budget is a guideline for the year. It can be adjusted as circumstances change, but with good planning and allowing ample time to determine all income and expenses, it will be reasonably accurate. It will enable you to utilize funds to meet your goals. Check Past Records Review past Secretary/Treasurer records for typical yearly expenses. Break down each activity: Will we generate income? How will we raise the money necessary to fund the year’s activities? What is our membership goal and how much new income will be gained if they join? Prudent financial management ensures expenses are covered. The Lodge Budget Budget planning and control is essential to executing plans with limited resources. A Lodge should have both a budget form and a budget worksheet available to its officers. The budget worksheet is especially valuable in revealing hidden areas for financial planning. Sample budget planning forms are in Appendix D on pages 64-68). It is best to determine Lodge activities and their costs, and then decide how much additional money the Lodge must raise. Examples of expenses, covered by dues or funds raised by the Lodge, are:

- Utility bills. - Insurance. - Rental of the building and maintenance. - Compensation to Secretary, Janitor, etc. - Major remodeling and capital improvement projects.

There are two major types of fundraising: a) internal, in which money is raised from the members of the Lodge; and b) external, in which money is raised in the community. Lodge Maintenance Many Lodges operate under an “as needed” maintenance program to do only what is necessary to keep the building inhabitable. Money is rarely budgeted for maintaining the building and grounds. Lodges should establish a long-range maintenance program to improve their building’s usability and appearance. This requires including a line in your budget to cover these costs. Walk around the outside of the building. Are you proud of its appearance? Inside, is it clean, cheerful, and inviting? No prospective candidate will be impressed with a dirty, dingy, and musty Lodge.

Section 12 – The Grand Lodge Page 46

Section 12 The Grand Lodge

During the Revolutionary War, Benjamin Franklin said, “We must all hang together or most assuredly we will all hang separately.” If Nebraska Lodges head in separate directions and the Grand Lodge in another, then our fraternity can’t possibly make progress. The Grand Lodge provides focus and direction for Lodges based on its analysis of the broad and varied needs of our fraternity. There is no perfect answer for every situation, but certain truths apply to every Lodge. In addition, the resources of the Grand Lodge can assist you in many ways. This experience is evident in the programs and materials it offers. Each year, the Grand Master sets goals for Lodges, and the Rock Maul Award provides a framework for planning and an opportunity for recognition as the best lodge in the state. The Grand Lodge offers Lodges invaluable tools to tackle challenges, making participation in Grand Lodge activities important!

Grand Lodge Events • Annual Communication starts the first Friday in February.• Grand Lodge Officers Installation held following Annual Communication.• Lodge Leadership School trains Lodge officers to plan for their year as

Master.• Ritual Schools of Instruction are taught by the Grand Custodian and

Deputies.• Area Meetings are held where the Grand Lodge Officers inform Lodges of

statewide issues and recommended bylaw changes to be considered atAnnual Communication.

• Cornerstone Ceremonies are an ancient ceremony dedicating publicbuildings.

• Rock Maul and other Awards provide a framework for planning your year asMaster.

Section 12 – The Grand Lodge Page 47

2018 Goals of the Grand Master The following are the goals of the Grand Master in 2018.

1. Voluntary Ritual Proficiency Increase for New Candidates. List activities you can perform in your Lodge to reach this goal:

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____________________________________________________________ 2. Understand What Masonry Is (as opposed to what it does). List activities you can perform in your Lodge to reach this goal:

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3. Focus on Attracting Quality Members, not Just Quantity. List activities you can perform in your Lodge to reach this goal:

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4. Put More Masonry Into Men, not More Men Into Masonry. List activities you can perform in your Lodge to reach this goal:

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____________________________________________________________

____________________________________________________________

GRAND LODGE A∴F∴ & A∴M∴ of NEBRASKA ROCK MAUL AWARD

The Rock Maul Award is given by the Grand Lodge each year to recognize excellence. This Award is given by the Grand Master, upon the recommendation of the Grand Lodge Awards Committee, to a large lodge and a small lodge whose works

represent the best well-rounded large and small lodges in Nebraska. No lodge is eligible for this award if in violation of any established Grand Lodge requirements or procedures. Inflating numbers will be cause for immediate disqualification.

This application should include all activities between Installation in January and December 31 (for additional activity ideas, consult the Lodge Leadership Manual)

Application must be emailed/postmarked not later than January 1st of each calendar year. Email to: [email protected] Or mail to: Grand Lodge Office, 301 North Cotner Boulevard, Lincoln, NE 68505-2315.

Lodge No. , , Nebraska Prepared by: Signature: Date: Telephone:

Items with an * will be verified by the Grand Lodge. Point values count once only, unless noted. Submitting supporting documentation is highly encouraged (5 pages maximum).

SECTION 1 – GRAND LODGE ACTIVITIES Annual Communication Attendance, no proxies: (Enter either 50, 30, 20, or 10 points; not all four.)

• Master, both Wardens, & Secretary attended Annual Communication* ....................... (50 points) • Master and one Warden attended Annual Communication* ......................................... (30 points) • Master (only) attended Annual Communication* ......................................................... (20 points) • One or both Wardens (no WM or SEC) attended Annual Communication* ................ (10 points)

Secretary attended the Secretary’s Workshop at Annual Communication * ............................... (10 points) Secretary received Secretary’s Award from Grand Lodge Office* ............................................. (50 points) Request/host a School of Instruction under the direction of the Grand Custodian* .................... (30 points) Master, Wardens, & Deacons were all present for all three degrees of School of Instruction* .. (20 points) Arranged, coordinated, and executed a Cornerstone laying* ...................................................... (40 points) Chaperones at the Masonic All-Star Marching Band Camp* ...................... (10 points each, 30 points max)

List names:

Total Section 1 .................................................................................................................

SECTION 2 – LOCAL LODGE ACTIVITIES Installation of Officers was open and publicly advertised in advance ......................................... (10 points) Lodge obtains first-time approval /implements increased ritual proficiency on a candidate* ..... (75 points) Held an Education Program at all Regular Communications ...................................................... (10 points) Developed/published a Lodge budget prior to Installation (must be attached)* ......................... (30 points) Certified in Opening and Closing within 90 days after Installation*.. ....................................... (20 points) Certified the Lodge to confer all three degrees*.......................................................................... (30 points) Held at least nine rehearsals of ritual work ................................................................................. (20 points)

List dates: Conferred all three degrees on a candidate WITHOUT help from another lodge ....................... (50 points) Conferred all three degrees on a candidate WITH help from another lodge ............................... (15 points) Assisted another lodge by giving a lecture, charge, WM conferral, KS, or 1Cf from memory .. (20 points) Published a newsletter at least quarterly ..................................................................................... (10 points) Held a fundraiser for the Lodge ................................................................................................... (20 points) Requested, presented, and reported all year pins due members *................................................ (20 points) Held a Recruiting Event, Table Lodge, Masonic celebration, etc. ............... 10 points each, 30 points max) Supported a Community Activity (sponsor a sports team, parade float, etc.) ..... (10 points, 30 points max) List activities:________________________________________________________________________ Accomplished a Masonic facility improvement project .............................................................. (10 points) Showed a net gain in membership* ............................................................................................. (50 points)

Total Section 2 ........................................................................................................

Section 12 – The Grand Lodge

SECTION 3 – MEMBER ACTIVITIES Points (with no maximum) for each Brother who: Enrolls & attends four consecutive meetings of the Individual Proficiency School* ..................(10 points)

List names: Enrolls & attends three consecutive meetings of a College of Ritual lecture class* ....................(10 points)

List names: Becomes fully certified Individually Proficient for the first time* ............................................. (100 points)

List names: Becomes certified Individually Proficient in the MM degree only* .............................................(20 points)

List names: Becomes certified Individually Proficient in the FC degree only* ..............................................(10 points)

List names: Becomes certified Individually Proficient in the EA degree only* ..............................................(20 points)

List names: Becomes re-certified fully Individually Proficient* .....................................................................(10 points)

List names: Is appointed a Deputy Grand Custodian for the first time* ........................................................ (200 points)

List names: Is appointed an Apprentice Deputy Grand Custodian for the first time* .....................................(30 points)

List names: Earns the Artificer Award* ................................................................................................ (30 points)

List names: Recognized by the Individual Masonic Achievement Award* (10 points) ____________

List names:____________________________________________________________________ Purchases a new Perpetual or Memorial Membership* ...............................................................(10 points)

List names: Learns a lecture for the first time and delivers it before a Deputy Grand Custodian* .................(20 points) Memorizes/delivers the Funeral Oration for the first time before a DGC* ..................................(20 points)

Total Section 3 ..................................................................................................................

Comments: TOTAL POINTS:

Section 1

+ Section 2

+ Section 3= GRAND TOTAL

Section 12 – The Grand Lodge

Appendix A Page 50

Appendix A Membership Forms

Prospective Lodge Members

Relatives (sons, grandsons, nephews, etc.)

____________________________________

____________________________________

____________________________________ Religious associates

____________________________________

____________________________________

____________________________________ Professionals you deal with (doctor, dentist, attorney, accountant, banker, pharmacist, police, realtor, etc.)

____________________________________

____________________________________

____________________________________ Schools (teachers, principals, etc.)

____________________________________

____________________________________

____________________________________ Community leaders (councilmen, board members, elected officials, etc.)

____________________________________

____________________________________

____________________________________ Civic and other organizations (Elks, Kiwanis, Rotary, etc.)

____________________________________

____________________________________

____________________________________

Friends, neighbors (current and former), holiday card list, classmates

____________________________________

____________________________________

____________________________________ Work associates (current and former coworkers, consultants, etc.)

____________________________________

____________________________________

____________________________________ Sports (coaches, teammates, other parents/grandparents, etc.)

____________________________________

____________________________________

____________________________________ Business owners/managers (grocery, hardware, jewelers, etc.)

____________________________________

____________________________________

____________________________________ Activity associates (hobby groups, etc.)

____________________________________

____________________________________

____________________________________

Appendix A Page 51

Prospective New Members Tracking Chart

Lodge: Members: Goals:

Prospect Name

Prospect’s Wife’s Name

Prospect’s Phone #

Prospect’s E-mail Address

Sponsoring Brother

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20.

Appendix A Page 52

“Masonry Revealed” Event Planning Calendar The following is a suggested planning calendar to use for this event. Use this calendar in conjunction with the Lodge Planning Calendar in Section 12.

9 Weeks Before - Appoint the event committee. - Establish the event location and date and identify any conflicts. - Arrange supervision and entertainment for the children of guests, if necessary. - Plan table and room decorations. - Assign follow-up calling to the guests’ Masonic sponsor. - Begin planning the meal. - Designate a greeting committee.

8 Weeks Before - Select a theme for the “event.” - Compile prospect names as well as those of their spouse and children.

7 Weeks Before - Check prospect list for duplication of names. - Design the letter and/or invitation. - Finalize plans for food, decorations, favors, prizes, etc.

6 Weeks Before - Finalize plans for the program and the content of the informational packet. - Order any special printing and begin gathering materials for the information

packet. - Arrange for staffing of child care and order the necessary supplies.

5 Weeks Before - Meet with committees to check their progress. Discuss any problems.

4 Weeks Before - Remind Lodge members of the event. If attendance is usually small, write to local

brethren and encourage them to attend. - Address invitations.

3 Weeks Before - Mail invitations so all prospects have at least 3 full weeks before the event. - Follow-up with phone calls 3-4 days after mailing the invitation. Encourage them

to mark the date on their calendar.

2 Weeks Before - Sponsors of the guests should contact prospects to verify they will be attending,

and ask if their spouse, significant other or children will accompany them. Offer to drive them to the event.

1 Week Before - Make sure all supplies arrive. - Clean the Lodge and decorate the dining room. - Confirm the program and make any notes needed to introduce speakers and

other important people. - Determine the number of prospects, wives, and children who will be attending. - Meet with committee to make sure everything is covered and nothing is forgotten. - Prepare name tags for members and guests.

Appendix A Page 53

The Day of the “Masonry Revealed” event - Complete the final touches on decorations. - Make sure supplies for name badges are in place. Preprinted nametags look

more professional and are highly encouraged. Verify the spelling of names. - Be certain that food preparation begins on time, or confirm with the caterer. - Make sure the building is unlocked and the lights are on and appropriate room

temperature is established at least one hour before starting time. - Ensure your greeters arrive before the guests. - Remind brethren that the focus is on the prospects. If you see brethren standing

around, ignoring the guests, quietly encourage them to mingle. - At the conclusion of the program, make petitions available and invite the

prospects to become Masons. Two Days After

- Send thank you notes to those who attended. - Send a letter to those who did not attend and enclose the informational packet

presented at the event. Offer to provide any additional information they want to know about Masonry.

One Week After - Personal contact by the sponsoring member of the Lodge. - Determine if the prospect has any additional questions about Masonry. - Invite him to sign a petition to become a Mason. - Impress upon him what an honor and privilege it would be for you to recommend

him to your Lodge for membership. - If they are not currently interested, be friendly. - Invite them to future activities and stay in touch unless they request to be taken

off your prospect list.

Appendix A Page 54

Sample Letter to Prospective Members

Dear _______________: (Name of recommending Mason), a member of (Name of lodge) Masonic Lodge No. (no.), holds great respect for you and believes you may be interested in learning more about Masonry. Would you like to learn more about this centuries-old fraternity? If you accept this invitation to learn more about our fraternity, please be the guest of (name of your Lodge) Masonic Lodge on (day of the week) evening, (Month/day), 20__. The evening will begin at (Time) p.m. with a (your choice of meal) dinner at (your Lodge’s name) Masonic Lodge located at (Address). A short, yet informative, and insightful program concerning the Ancient Free and Accepted Masons of Nebraska will be presented by (Name and title) at (Time) p.m. Any questions you have regarding Masonry will be answered by Brother (Recommending Mason) prior to or during this event. Please mark your calendar now and plan to enjoy the evening with us. Brother (Recommending Mason) will contact you concerning the evening. We would be delighted to enjoy your company. Sincerely, (Name) (Master, (Your Lodge name) Lodge No. (Lodge #)

Appendix A Page 55

Letter to the New Candidate

Dear Congratulations on making the decision to become a part of Masonry by joining _______ Lodge No. ______. You will be initiated on _______________ at _________ p.m. __________ Lodge is located at ______________ Street. You may park ______________. Please arrive about 15 minutes before the ceremony starts. This letter provides information regarding what occurs during your Entered Apprentice Mason (EA) initiation. First and foremost, nothing will occur that will embarrass you. Initiation is a serious ceremony explaining the principles of Masonry. For part of the ceremony, you will wear clothing representative of our ancient teachings. You will be treated with the utmost respect and dignity. Enclosed is a booklet entitled, A Word to the Candidate About Masonry which explains more about our origins, the Entered Apprentice ceremony, and answers to frequently-asked questions. In keeping with the dignified meaning of the ceremony, the officers and members will wear business attire such as a suit/sport coat with tie, slacks and dress shoes. You will feel most appropriate in such attire as well. Your initiation should take approximately one hour and 45 minutes. The members of ________ Lodge enjoy camaraderie following the ceremony where they will meet you. When your EA initiation is completed, you can attend the initiations of others who are becoming Entered Apprentice Masons. You will be ineligible to attend the Fellow Craft (FC) and Master Mason (MM) ceremonies of others until you’re initiated in those degrees. On achieving the degree of a Master Mason, you may attend any Lodge activity. You are eligible and encouraged to attend any other non-degree Lodge activities prior to your initiation into any of the three degrees of Masonry. Following the EA ceremony, you will be given a booklet that provides additional insight to Entered Apprentice Masonry. As soon as possible, you should read the booklet and answer the questions in the back. Some answers will also be found in A Word to the Candidate About Masonry, which is enclosed. There is a short speaking part you must memorize. A member of _____ Lodge will work with you to review your answers to the questions and to help you memorize the part. It is not difficult and must be verbally presented to Lodge members before your next step in becoming a Master Mason. When you have learned it, your passing to the degree of a Fellow Craft Mason will be scheduled. If you need to contact us on the evening of your initiation, the phone number at the Lodge is _________. If you have questions before the ceremony, you may contact the member who signed your petition, or me, the (Title) of _______ Lodge, ______________, at _________. _________ Lodge was chartered in _______. Approximately ______ men are members. You will find them friendly and willing to quickly include you. If you would like more information about _________ Lodge, visit our website at: ___________________. Again, congratulations on joining our fraternity. We look forward to your initiation. Sincerely, (Title) (Name and number of Lodge)

Appendix A Page 56

Grand Lodge Membership Publications GL-120 What's A Mason? ................................................................................. .20 GL-125 Who Are the Masons? .......................................................................... .25 GL-200 Masonry Folder for Membership Brochures ....................................... N/C GL-205 Welcome to a Mason's Lady ................................................................ .60 GL-208 Duties of the Investigating Committee .................................................. .75 GL-331 Your Family Can Play an Important Role ............................................. .25 GL-332 Have You Ever Considered Becoming a Mason? ................................ .25 GL-333 When Your Husband or Father is a Mason .......................................... .25 GL-335 A Family for Your Family ..................................................................... N/C GL-2000 Perpetual Membership Brochure ......................................................... N/C

To order these publications or other informational brochures: Phone: 402-475-4640 Address: Grand Lodge A∴F∴&A∴M∴ of Nebraska

301 N. Cotner Blvd. Lincoln, NE 68505-2315

Appendix B Page 57

Appendix B Ritual Work Forms

Grand Lodge Ritual Publications

GL115 Proficiency Wall Chart 1.10 GL-201 A Word to the Candidate .................................................................... 1.00 GL-212C Ceremonies ........................................................................................ 5.00 GL-212M Monitor ............................................................................................... 5.00 GL-213 Grand Lodge Constitution & Bylaws (binder and pages) .................. 10.00 GL-213A Constitution & Bylaws (inside pages only) ......................................... 5.00 GL-214 Masonic Funeral Service ...................................................................... .55 GL-216 Continuous Floor Work Manual (all officers) ...................................... 5.00 GL-216A Continuous Floor Work Manual (individual officers) ........................... 5.00 GL-218 Nebraska Table Lodge Ceremony ..................................................... 1.25 GL-218L Ladies at the Table Ceremony ........................................................... 1.25 GL-223 Cipher (Key/Code Book) .................................................................... 5.00 GL-226EA Standard Proficiency-Entered Apprentice Degree.............................. 2.00 GL-226FC Standard Proficiency-Fellow Craft Degree ......................................... 2.00 GL-226MM Standard Proficiency-Master Mason Degree...................................... 2.00

To order these publications or other informational brochures: Phone: 402-475-4640 Address: Grand Lodge A∴F∴&A∴M∴ of Nebraska

301 N. Cotner Blvd. Lincoln, NE 68505-2315

Appendix C Page 58

Entered Apprentice Degree Trestle Board

Candidate #1: Date:

Candidate #2:

Candidate #3:

Master:

Senior Warden:

Junior Warden:

Senior Deacon:

Junior Deacon:

Senior Steward:

Junior Steward:

Treasurer:

Secretary:

Chaplain:

Tiler:

Preparation Room:

Questions:

Answers:

Second Lecture:

Third Lecture:

Charge:

Appendix C Page 59

Fellow Craft Degree Trestle Board

Candidate #1: Date:

Candidate #2:

Candidate #3:

Master:

Senior Warden:

Junior Warden:

Senior Deacon:

Junior Deacon:

Senior Steward:

Junior Steward:

Treasurer:

Secretary:

Chaplain:

Tiler:

Preparation Room:

Middle Chamber: (Usually Senior Deacon)

The Letter “G”: (Usually W∴M∴)

Questions:

Answers:

Charge:

Appendix C Page 60

Master Mason Degree Trestle Board

Candidate #1: Date:

Candidate #2:

Master: King Solomon: (Usually W∴M∴)

Senior Warden: G∴S∴W∴: (Usually Senior Warden)

Junior Warden: G∴J∴W∴: (Usually Junior Warden)

Senior Deacon: G∴S∴D∴:

Junior Deacon: G∴J∴D∴: (Usually Junior Deacon)

Senior Steward:

Junior Steward:

Secretary/Grand Secretary:

Chaplain/Grand Chaplain:

Tiler:

Preparation Room:

1st Craftsman: 1st Ruffian: (Usually Senior Deacon)

2nd Craftsman: 2nd Ruffian: (Usually Senior Steward)

3rd Craftsman: 3rd Ruffian: (Usually Junior Steward)

Seafaring Man: Wayfaring Man:

Grand Marshal:

Questions: Answers:

Second Lecture: Third Lecture:

Charge:

Appendix C Page 61

Appendix C Communication Forms

The following form news releases are for: - Installation of officers.- Presentation of 50/60/70 year pins.

Follow these guidelines when preparing a news release:

• Retype the news releases using the same format and inserting the appropriateinformation shown in italics and parenthesis.

• Double-space your news release. All news media prefer news releases that aredouble-spaced so there is ample room to write any edits to copy.

• Send the finished news release to all newspapers, radio, and television stations inyour town as well as in neighboring towns. The Grand Lodge office has a listing of all news media in Nebraska and will provide you this information on request.

• Send the news release in advance of the event. If it is received too long after theevent, your chances of having it run are significantly reduced. You can ask the news media to hold the news release until a certain date and time. Change the heading from “For Immediate Release” to “For Release (date and time).”

• Include a photograph. If you send the news release before the event, tell them youwill email them a photograph immediately afterward. Include a caption describing the event and people in the photo from left to right by row. Spell out names and titles in full. Present a clear, well-lit photo with good contrast. A photo is always more interesting if the subject is doing something and appears natural instead of posed.

• If you prefer to write your own news release, answer the following questions in the firstparagraph of the story in 30 words or less.

- Who is the person or event you are highlighting?- What do you want to say about the activity?- Where will/did the activity take place?- When will/did the activity occur? Include the date and time- Why did the activity happen?

Review examples of writing in the newspaper or listen how stories are written for radio and television news. The remainder of the news release should include the most important information at the top followed by the least important. If you have difficulty getting a news release placed in your local news media, larger communities sometimes have a neighborhood newspaper that typically seeks stories.

Appendix C Page 62

NEWS RELEASE (Lodge Name) Masonic Lodge No. (Number) Installation of Officers For Immediate Release For more information, contact: (Contact Name and Phone Number)

(Name) Installed Master Of (Name) Masonic Lodge

(Full Name) was installed Master of (Lodge Name) Lodge No. (Number), Ancient

Free and Accepted Masons of Nebraska in (City/Town) on (day of week, month, date).

(Last Name) held leadership positions in the Masonic Lodge for two years before

being elected Master. In that position he will lead the Lodge, plan community service,

membership, and social activities for the coming year.

Other elected officers installed were: (Name), Senior Warden; (Name), Junior

Warden; (Name), Secretary; and (Name), Treasurer.

(Lodge Name) Masonic Lodge was chartered in (year), and has (Number) members.

About 150 Masonic Lodges are located in more than 120 Nebraska communities. Masonry

has more than 1.5 million members in the U.S.

The Grand Lodge of Nebraska embodies the 10,000 Master Masons in our state.

Masonry is a benevolent, fraternal, and educational organization that provides over $2

million a day in charity. It is the world’s oldest and largest fraternity of gentlemen and

practices brotherhood, morality, justice, and freedom of ideas. The Grand Lodge of

Nebraska maintains the Masonic-Eastern Star Home for Children in Fremont and the

Masonic Home at Plattsmouth for elderly Masons and their female relatives.

# # #

Appendix C Page 63

NEWS RELEASE (Lodge Name) Masonic Lodge No. (Number) Long-Time Member Recognized For Immediate Release For more information, contact: (Contact Name and Phone Number)

(Name) Masonic Lodge Recognizes (Name) For (Number) Years Of Membership

(Member’s Name) was recognized by (Lodge’s Name) Lodge No. (Number) for his

(50/60/70) years of membership as a Master Mason at a ceremony held (month, day) at

(Location).

(Last Name of the recipient) became a Master Mason in (Year) at (Lodge’s Name)

Lodge.

During his (Number) years of membership, (Last Name) held the offices of (list

offices he held). In addition, he has (list other involvement and achievements).

A (50/60/70)-year service award were presented to (Last Name) by (Name), Master of

the Lodge, during the special ceremony at (Location). “(First Name of recipient) has been a devoted Master Mason throughout the (50/60/70)

years of his membership,” said (Last Name of Master). “It is appropriate we recognize his

contributions to the development and success of (Lodge Name) Lodge.”

(Lodge Name) Masonic Lodge was chartered in (year), and has (Number) members. It

is one of more than 130 Lodges in 125 communities in Nebraska with nearly 10,000

members statewide. Masonry has nearly two million members in the United States.

(Lodge Name) Masonic Lodge was chartered in (year), and has (Number) members.

Masonry is a benevolent, fraternal, and educational organization that provides over $2

million a day in charity. It is the world’s oldest and largest fraternity of gentlemen and

practices brotherhood, morality, justice, and freedom of ideas. The Grand Lodge of

Nebraska maintains the Masonic-Eastern Star Home for Children in Fremont and the

Masonic Home at Plattsmouth for elderly Masons and their female relatives.

# # #

Appendix D Page 64

Appendix D Budget & Finance Forms

The Lodge Budget

Build Your Plan: 1). Turn to Section 12 –and enter “Present Lodge Budget” on the Lodge Planning

Calendar and the date you will present it to members. 2). Get a copy of your Lodge Secretary’s financial records and make a list of all

income and expenses for the previous year. Determine which expenses will occur in the year you serve as Master.

3). Review your plans for your year as Master. Estimate costs for each activity and make a list of expected income and expenses.

4). Using the format of the Lodge budget forms on pages 3-8 of this section, categorize all income and expenses to complete a budget.

Appendix D

FOR________________________LODGE NO.________

FOR THE YEAR ___________________________

Income Dues $

Fees $

Interest: Savings Accounts $

Other Investments $

Fundraising Events:

____________________________ $

____________________________ $

____________________________ $

____________________________ $

Other Income:

____________________________ $

____________________________ $

____________________________ $

____________________________ $

____________________________ $

Balance from Prior Year: $

TOTAL: $

Total Carried Forward to Next Year: $

Page 65

Appendix D

Expenses

Grand Lodge Per Capita $

Rent $

Taxes $

Insurance $

Postage $

Office Supplies $

Salaries and Wages $

Lodge Maintenance $

Supplies from Grand Lodge $

Charitable Expenses $

Officers Attending Seminars and/or Grand Lodge $

Other $

Lodge Activity Expenses (from Lodge Budget Worksheets)

Activity _____________________________ $

Activity _____________________________ $

Activity _____________________________ $

Activity _____________________________ $

Activity _____________________________ $

Activity _____________________________ $

Total for Activities $

TOTAL EXPENDITURES $

Total Expenditures Over Income (Lodge will need to raise this amount) $

Page 66

Appendix D

The Lodge Budget Worksheets

WORKSHEETS FOR LODGE ACTIVITY BUDGET PLANNING

RECRUITING EVENT:

Postage $

Invitation Printing $

Lodge-Provided Food $

Favors For Friends Wives $

Decorations $

Incidental Expenses $

TOTAL $

(Multiply by anticipated number of Friends Nights________)

TOTAL FOR ALL MEMBERSHIP NIGHTS $

Page 67

Appendix D

LODGE CLEANUP, REFURBISHMENT OVER AND ABOVE M&O:

Paint $

Cleaning Supplies $

Equipment Acquisition/Replacement $

Landscaping $

Signage $

Ceiling Tile Replacement $

$

$

$

ACTIVITY:

$

$

$

TOTAL: $

ACTIVITY:

$

$

$

TOTAL: $

ACTIVITY:

$

$

Page 68

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