Securing the Future of Freemasonry in East Kent

Some recommendations for Lodges & Chapters by the Provincial Pathway and Archway Team in response to UGLE’s seven-year plan

September 2024

Brethren and Companions,

INTRODUCTION

This document is one of a series of steps undertaken by this Province to bring together our aspirations and strategy for East Kent, and the vision set out in UGLE’s overarching strategy “2022 and Beyond” which you will already be aware of.

Preceding steps in this Province include, as examples, the One Province concept, Lodge and Chapter Profiles, training and development opportunities for key Office holders, outward facing to our local communities and charities and, more recently, the implementation of the Members’ Pathway and Archway. The introduction of a Visiting Officers (VO) scheme has been a major success and plays a significant part in supporting Lodges and Chapters in developing those themes. In addition, the suggestions, recommendations and “good practice” outlined herein, are part of our incremental process of providing the tools to assist Lodges and Chapters to build, develop, strengthen and grow. It is hoped that it will prompt further discussion within individual Lodges and Chapters and, with the support of their VO, to help develop their own thoughts and solutions enabling them to move into the future with confidence, thus “Securing the Future of Freemasonry in East Kent”.

UGLE’s vision and plans for the next seven years and beyond are “intended to cement Freemasonry’s reputation as a force for good and as a thriving organisation that people aspire to join”. That is based on the core visualisation of three pillars or themesThriving Membership, Coherent Organisation and Community Engagement. That is fully embraced by this Province. It complements our thinking and applies as much to our Provincial operation as it does to that of our Lodges and Chapters. We should not be afraid to adopt innovative ideas and solutions in this fast moving and changing world, whilst retaining traditions and standards. We must continually consider options and solutions in order to keep up with the times we live in and we must always look at issues with a ‘yes if’ outlook rather than ‘no because’.

Please consider what is in this document and how the recommendations put forward, if they are not already part of your Lodge or Chapter thinking might help. It is not an overnight panacea but is intended to provide a basis for sustained growth, contribute to the enjoyment of our members, further our engagement with our local communities and charities and ultimately further the aim of ensuring that our Lodges and Chapter live on and that we are indeed an organisation that people aspire to join.

Yours sincerely & fraternally,

A HEALTH CHECK FOR EAST KENT

The Provincial Grand Master and Grand Superintendent sets out the Membership challenge that lies ahead.

There are two key strands to the challenge that faces us — first, how do we attract new members to our Lodges and Chapters; second, how do we retain members and minimise controllable losses?

In both these aspects, each Lodge and Chapter has a part to play, to ensure that the Province as a whole meets its challenge and feeds into the national objective to be seen as a thriving organisation.

Every Lodge and Chapter is different, and we recognise that the dynamics and demographics are different. But overall, we will meet our Provincial challenge if every Lodge and Chapter looks to perform better than it did in 2023. And next year, we will seek to perform better than we did in 2024, so we move to an upward growth trajectory.

1. How many initiates/exaltees did your Lodge/Chapter have in 2023? Your challenge is to increase that by at least 1 in 2024 and another in 2025.

2. How many controllable losses (i.e. resignations, exclusions and cessations) did your Lodge or Chapter incur last year? Your challenge is to reduce that number by at least 1 in 2024 and again in 2025.

Whilst circumstances outside your control may mean that you do not achieve one or the other, I have no doubt that some Lodges and Chapters will outperform this. And I must stress that these will not become league tables, nor are they a stick to beat anyone with! We all have to work together, identify what works well and share the good ideas, and I hope this report will help.

It is down to each Lodge and Chapter to take responsibility for its own future, and the Provincial Executives will support however they can. For context, let me share some provincial numbers:

Members at 1 January 2023

Craft Chapter

4926 2017

Members at 31 December 2023 4854 1943

2023 Membership Challenge -72 -74

Members at 1st January 2024 4854 1943

Members at 31st August 2024 4834 1920

2024 Membership Challenge to date -20 -23

I’m sure you can see, we are currently down 20 members this year so far with 4 months still to go. If we all pull together I am positive we can halt this decline and turn it around into positive numbers before we reach 2025. The Members’ Pathway, Archway and this report contain the answers, we simply need to put them into practice. I wish you well in your endeavours and achieving success in our shared goals

Neil Hamilton Johnstone Provincial Grand Master and Grand Superintendent.

THE THREE PILLARS

The three pillars of UGLE’s new strategy.

STRONG FOUNDATIONS

Setting the Scene – where we are & where we need to get to The Provincial Grand Master and Grand Superintendent has outlined the need to strengthen our foundations.

THRIVING MEMBERSHIP

The 1st Pillar of the new Strategy for Freemasonry.

1: ATTRACTION OF NEW MEMBERS

Suggestions for raising your profile and reaping the rewards.

LODGES

Local Social Media

 Use UGLE’s social media toolkit: https://b.ugle.org.uk/images/PDFs/socialmedia-toolkit.pdf

 To get started with Facebook: https://www.facebook.com/help

 A Facebook page is like a simple public website, and anyone can view its content.

 A Facebook group is more of an open forum in which all members can post content.

 Create an Instagram account and link it to your Facebook account so that posts are published simultaneously. Instagram appeals to a different demographic

 Be open about your Lodge’s meetings, activities, etc. E.g. installation of a new Master or a Lodge Social event.

 Use photos to highlight supported charities, and to emphasise your members’ enjoyment.

 Add QR Codes to photos which take people to your Lodge Website

 Use Hashtags e.g., #freemasonry #freemason #ugle #eastkentprovince #sittingbournefreemasonry etc.

 Twitter is for brief updates & headlines (max 140 characters), with links to further information.

 To get started on Twitter: https://support.twitter.com/

 Twitter can be active many times a day without annoying users and losing engagement.

 Use Facebook and Instagram for less frequent posts, which can go into some detail, a daily post would not be considered intrusive.

 Other emerging platforms: UGLE’s advice is to let them develop before making regular use.

Lodge Websites

 Create a simple website for your Lodge and ensure that it has contact details, meeting dates and tells people who you are and what you do. If you have a particular theme, make sure that is communicated. The PG Comms Officer will be able to advise you on how to create a Website.

 Lodges wishing to create a simple website may access low cost hosting from the Province.

 Include the word Lodge in the Url, e.g., www.manorofgillinghamlodge3983....., www.StMichaelslodge1273……

 Link your Lodge Social Media to your Website if possible and when posting on social media, ensure that a link to the website is included.

 If your Centre has a Website, ensure that you link to it and ask the Centre Management to add a link to your own Website.

Centre Websites

 As above, but aimed at attracting attention from both the wider community and other masons.

 Content should be ‘Lodge-agnostic’ and will require co-operation between local units.

 Explain how to differentiate between each Lodge, such as which days of the week they meet.

 Give the centre website a generic title, such as ‘Canterbury Masons’ or ‘Freemasonry in Ashford’.

 Low cost hosting for Centres may be available from the Province

Other Proactive Publicity

 Set up a prominent noticeboard outside your centre and display attractive posters & notices.

 Consider a public facing window if it is not possible for a board (Is planning permission needed?)

 Hold an annual open day at your centre to coincide with a large local event.

 Occasional delivery of a branded ‘Did You Know…?’ leaflet to new housing developments.

 Include date & details of the open day on leaflets for delivery & distribution.

 Include a QR code & your website address for recipients to follow up easily & make contact.

 Add an “Interested in becoming a Freemason” line (or similar to all External Comms and Centre Boards, directing enquiries to the justaskone.org Website, again a QR Code is convenient, particularly on Notice Boards

A possible layout for a Centre Information Board affixed outside and/ or inside the

CHAPTERS

Spreading the Message

 Foster a positive, supportive relationship with relevant local Lodges.

 Arrange mutual exchange visits with your ‘feeder’ Lodges.

 Ask Province to assist with publicising a ‘Red Table’ awareness event.

 Invite MMs & PMs from Lodges in your region of the Province.

2: MENTORING

Good mentoring has many benefits, but the main one is engagement to support retention.

LODGES & CHAPTERS

Mentoring Team / Membership Team

 If not already in place form a combined Lodge / Chapter Membership Team, as a minimum Almoner, Mentor, Lodge Membership Officer and Chapter Liaison Officer.

 Form a Mentoring Team in each Lodge, instead of one individual Lodge Mentor.

 The Mentoring Team led by Mentor should include personal mentors and could include light blues. The Mentoring Team should meet regularly.

 Build knowledge of your members — understand their aspirations, pressures & vulnerabilities and check in on attendance and engagement including Lodge or Chapter of improvement.

 Regular contact with absentees to understand their absences.

 Mentor maintains high profile and circulates a report to Lodge in the same way as a Ch. Stwd & Almoner.

 Training: attend mentoring seminars & training sessions to understand & adopt good practice.

 Training: Personal Mentors to encourage attendance of brethren at Provincial learning and development sessions and use of Solomon as a tool for Masonic learning.

 If member moves to different Province, alert PGMembership officer to liaise & recommend a new Lodge.

 Encourage personal mentors to explain the Light Blue Passport to the initiate and work through this with them, celebrating achievements.

 Chapter Almoner and/or Membership Officer to ensure a Companion who misses any convocation is contacted.

 Chapter VO, Almoner and/or Membership Officer are aware of any possible conflicts or personal disagreements, which may adversely affect attendance or membership.

 CLOs and VOs to advise appropriately of the benefits of maintaining RA membership.

 Lodge VOs and CLOs to communicate upwards any negative attitudes to the RA.

 Chapter VOs to communicate upwards regarding individual retention issues.

 Any of the above may highlight the necessity for specific mentoring or in some cases appropriate remedial action to be taken.

Understanding Trends

 Conduct or be part of an informal ‘exit interview’ in the event of a resignation.

 Liaise promptly with the Provincial Membership Team about the results of this and the following points.

 Has the member resigned from one Lodge, or his only Lodge and therefore unattached?

 Understand what the ‘controllable’ reasons are for any resignations.

 Are there different exit reasons for different age groups, or broadly similar?

 Chapter Exit Interviews must take place and appropriate action taken/lessons learned.

Visiting

 Encourage & facilitate visits to other centres, not just to local Lodges & Chapters.

 Collate Lodge & Chapter summonses into a central resource to help members choose visits.

 Arrange early trip for an EA to a well-run Initiation, MM to a Raising, and Exaltee to Exaltation and record this in the brother’s Light Blue Passport.

 Consider mutual discounts with other lodges to help EAs, FCs and new MMs to afford exchange visits.

 Promote the role of the Light Blues Club as a social hub.

 Encourage & assist your MMs to attend PGL and new exaltees to attend PGC.

 Help your newer members to gain a sense of belonging to the wider Provincial community.

Social Activity

 Regular socialising outside your Lodge or Chapter will strengthen relationships within it.

 Involve partners & families where possible.

 Communication is vital in the gaps between meetings — WhatsApp, Facebook groups, etc.

 Encourage engagement with UGLE communications and activities including webinars and podcasts.

The Members’ Pathway

 Have you adopted the relevant sections of the Members’ Pathway & involved your VO?

 If not, seek support from the Provincial Pathway Team who will demonstrate the benefits for individual Lodges and assist you.

 If you have engaged, how are you getting on? The Provincial Pathway Team welcomes feedback, especially good practices and what works well for you.

Provincial Mentoring Support

 Province-wide social events to boost a sense of belonging to the Provincial community.

 Regular training & seminars for Lodge Mentors.

 Celebrate good practice in mentoring through the PGMentor’s ‘Mentors’ Message’ to Lodge Mentors.

3: THE INDISSOLUBLE LINK

Creating a Seamless Relationship between the Craft & Royal Arch.

LODGES

Providing More Support - Promotion of the Royal Arch & relevant Chapters in Lodge summonses

Secretaries to include a standard agenda item under second rising for CLO to report on

 Future Chapter meetings within centre

 Up and coming planned RA presentations

 Any RA news, changes to executive.

Secretaries to consider

 Adding ‘RA’ insignia in an extra column in lists & summonses, ‘Comp’ or ‘PZ’ to post-nominal initials or Provincial / Grand rank in Red.

 Full closing of degree worked, followed by brief narrative by VO or Chapter Liaison Officer (CLO) on the RA reference appropriate to the degree.

 CLO circulates a regular report, in the same way as Ch. Steward, Almoner & Mentor.

 Secretary & CLO should promote any ‘RA presentations’ or events and encourage attendance. At dinner, WM can take wine with Craft and RA members plus any visiting Executive members.

 If you don’t have a ceremony ask PGC for a RA presentation.

COHERENT ORGANISATION

The 2nd Pillar of the Strategy.

4: STRUCTURAL COHESION

Look in from the outside: are we all pulling in the same direction?

LODGES

Working Closely Together

 All your members should be aware of and engaged with the Members’ Pathway.

 Could two or more Lodges help each other with a ceremony for multiple candidates?

 If you’re unsure, ask Province for assistance with the choreography for multiple candidates.

 Help your MMs to engage with the Light Blues Club and broaden their network.

 Does your Lodge have an alliance with one or more Chapters?

 How aware is your CLO of other Chapters and the range of possible choices for an MM?

 How user-friendly is the design of your online summons?

 Ensure the design works for users of smart phones (the majority of Internet users).

 Summonses should include strong reference to Royal Arch.

 Which channels does your Lodge use for easy two-way communication with its members?

 Ensure your website is always right up to date, and ask the PrGCommunications Officer for useful generic content.

 Does your website have a members’ section? Do a regular audit of potentially useful content.

 Differentiation: can your Lodge offer something different from the other Lodges at your centre?

 A late start for working brethren; daytime for older brethren; or Saturday meetings, abridged Workings?

 Keeping your Community Liaison and Comms Coordinator informed.

CHAPTERS

Building Strong Relationships

 Ensure RA profiles include if you are a daytime or weekend meeting Lodge or Chapter.

 Consider other measures to suit current and future membership e.g. move location / change day or time of meetings.

5: INTERNAL COMMUNICATIONS

Encouraging & enabling members to become more engaged.

LODGES & CHAPTERS

Informative Two-Way Communication

 Include a range of hyperlinks in online summonses for your members’ convenience.

 Add links to relevant sections of the Members’ Pathway to summonses, minutes, notices, etc.

 Noticeboard section of a Lodge summons should include dates of relevant Chapter meetings.

 Likewise, Chapter summonses should include dates & details of relevant Lodge meetings.

 Add these details & links to a ‘members resources’ section in your Lodge website.

 Support the Province’s internal communications activity by providing stories, photos, ideas, etc.

 Keeping your Community Liaison and Comms Coordinator informed

COMMUNITY ENGAGEMENT

The 3rd Pillar of the Strategy.

6: OUTREACH & VISIBILITY

Aiming to improve and then maintain the public’s perception of Freemasonry.

LODGES

Attracting the Right Kind of Attention

 Annual Open Days at each masonic centre, as a key part of the centre’s annual programme.

 Central Provincial team to provide advice and guidance, as well as materials, banners and Marquee to assist coordinators with each Open Day

 Experience shows that the Open Day planning team should consist of 2-3 ‘lodgeagnostic’ masons from each Lodge in the Centre.

 Ideally include a member who can talk about the history of Freemasonry.

 Time the Open Day to coincide with a local event, with stewards directing people to the centre.

 Central assistance with publicity for each event, conveying carefully crafted messages.

 Consider larger public events at centre, such as British Legion lunch on Remembrance Day, bums on seats initiatives.

 Install a permanent noticeboard outside your centre, freestanding or fixed to wall (be aware of potential planning issues).

 Consider shared activities with relevant organisations: e.g., Spirit of Rugby Lodge with large rugby club.

 Consider a Private viewing for Local Dignitaries, Mayor, Police Commanders, Fire, Ambulance etc. – ensure ‘Guides’ are knowledgeable and experienced

 If you can afford it, consider free use of your Hall to a (some) struggling local good cause(s). Ask them to mention your kind deed on their Website / Media, they will tell their Friends and others.

 Run a joint venture, quiz, race night etc., to help a local good cause raise funds, what we refer to as a “Bums on Seats” night We provide accommodation, light refreshments, perhaps enter some Teams, they bring “Bums on Seats”. The Bar takes money and the raffle helps raise more funds for the good cause.

 Each of the 8 Groups has a Community Liaison and Comms Coordinator who is working within the local Community, looking for opportunities to Serve and

spreading good news, keep him informed of Lodge initiatives and seek assistance and guidance where appropriate.

7: EXTERNAL COMMS

Applying the AIDA marketing tactic: Attention > Interest > Desire > Action.

PROVINCE

What Does Ideal Look Like?

 A Comms Officer within each Group and Lodge at each centre, working with the PrGCO on website, social media & events.

 Engagement with Local radio stations, media and papers to send Simple messages to convey openness, enjoyment, friendship, charity, integrity.

 Set a realistic budget for paid-for publicity campaigns, such as Facebook ads.

 A new tweet or Facebook item every day, and YouTube updates when appropriate.

 Content creators are always needed for the public website: both editorial & pictures.

 Search the member’s database for relevant skills: communications, PR, marketing, IT, journalism, etc.

 Create a ‘talent bank’.

 Produce a well designed website ‘template’ for Lodges to adapt for their own use.