Q&A: views on the strategy

John, as a Provincial Grand Master, what element of the strategy resounds the most for you, and how are you planning on reflecting local characteristics to maximise the impact?

John Thompson: The thing that strikes me the most about the strategy is the positive approach it takes. It’s really making us all think as Freemasons in our Lodges and Districts about change, to adapt and to change where necessary. We have a rich tapestry that we have to tap into, but at the core of everything is the Freemason and it is important that we look after them from day one, to make sure the enjoyment is there. If we send them home happy then a happy Freemason is an ambassador for our organisation.

I think that with any strategy you have to give the local feel. No one understands the Province, Districts, or Metropolitan like those that live and breathe it every day. We have to be mindful of the circumstances that our members are living with. We get those units that will go driving forward with their strategy and taking it on board while others will be slower. But we need to make sure everyone is going in the same direction. If we achieve that, then I think we will achieve success.

Ben, as a Provincial Grand Secretary you have the task of dealing with the practical elements of the strategy rollout. For you, what will be the most important areas to get right?

Ben Gait: For me, one of the key elements is the accuracy and timely availability of data. Our members would expect us to invest in IT and those management information systems that make that a possibility. I know UGLE has recently developed a new system and solution for that and South Wales, my own Province, was fortunate enough to be one of the earliest in the rollout of the delivery plan. Being able to use that has made me believe passionately that it’s exactly the sort of system we should roll out across our organisation. UGLE has also appointed a Chief Information Officer who not only is an IT professional, but a Past Deputy Provincial Grand Master so knows the IT aspect as well as the Craft and the Royal Arch.

Tackling the membership challenge is a key aim of the strategy. Given this focus, what have you found to have been the most effective ways of attracting members to the Craft and then retaining them?

Brody Swain: We had the pandemic and it was a difficult time, but it can’t be denied that it was an opportunity for Freemasons to show the world what we do, not just during the pandemic but as a whole. We grabbed hold of that and used it as an opportunity and it did us a lot of good. The other thing which I am passionate about is our shop window. I didn’t know anyone prior to joining so I came via the internet. It is important that our shop window, website and Facebook pages are sending out the right messages. Also, we should be celebrating the work that goes on in the Province. If we have Lodges that are doing great things and they have an army of initiates waiting to join, what we should do is celebrate that.

Henry Cunnington: Freemasonry came at the right time in my life – I had moved to London and was looking to find something new and add to my social group, as well as add a different dynamic. I heard about Freemasonry through family members and on top of that I was interested in what the ritual had to offer. I thought it was worth exploring – and I was right. I found a really good collection of friends, many of whom I see very regularly. On top of that, I find the ritual and what goes on inside the Lodge fascinating and I learn something new every time. It’s always interesting and rewarding when you’re on that path in terms of progressing through ranks of being an officer in the Lodge. There is a lot to learn and always something interesting happening.

A really important point is that we aren’t just bringing in initiates, but that we ensure they stay. Brody, what have you done in Lodges you’re involved with to keep new members engaged?

BS: Asking the question, ‘How are you?’ If we were to ask a Freemason how they are doing, they could say whether they’re enjoying us or not at the moment, or whether they’re not really understanding a particular aspect of Freemasonry. We can work on that. If we notice one of our members not turning up to the Lodge, instead of just accepting that and thinking they are taking a break for a while, we should pick up the phone or go round and see them and ask if everything is okay. Those are the things we should be doing and I think it is essential that we do that.

Being the Chairman of my New & Young Masons Club, I would recommend any Lodge to tell their new members there is an organisation for them to associate themselves with like-minded individuals. Ultimately, all of us have got a story, perhaps, of a Freemason that put their arm around our shoulders and guided us a little bit. Why not be that person for a new member?

Ben, how is your Province going to support Lodges, both in terms of bringing in new members, but also keeping them actively engaged as they progress?

BG: Freemasonry is a journey, so our members will need different things from the organisation at different stages. We have a membership team that is in place initially to take any potential candidates to match them up with a Lodge that best fits their circumstances and interests. Once brethren are members, there’s a whole range of activities and communities that they can become a part of to enjoy their Freemasonry.

In South Wales, we have a Learning and Development team that runs regular workshops and events, we have a New & Young Masons Club that does what it says on the tin, we’ve got two Universities Scheme Lodges and we also have the Installed Masters Lodges, so when people come out of the Chair there’s still a new community for them to become a part of.

John, you’re a Grand Superintendent as well as PGM. How do you see the Royal Arch playing into the success of the strategy?

JT: I think it’s really important that the Royal Arch and the Craft and the strategy work together. One needs the other to be successful. The Act of Union of 1813 gives us this indivisible link between the Craft and the Royal Arch and it really is important that we encourage our members to join when the time is right for them.

We in Durham have a combined executive for Chapter and Craft, whether it’s executive, secretariat or it’s communications, right across the board we speak with one voice, which I think then helps us to push the unified strategy in our Province.

Ben, as you deal with Lodges and Chapters in your Province, what practical messages are you going to give them about how they can change and adapt to tackle the Membership Challenge and support the strategy?

BG: Freemasonry has a very diverse membership and I think we need a diverse collection of Lodges so that members can always fi nd a Lodge that suits their individual needs. The Province is there to support and enable Lodges and Chapters that want to thrive and to develop their own characters. As long as we’re working within the confi nes of the Regulations, there really should be an approach of ‘What can we do?’, rather than ‘We’ve always done it this way’ or ‘We can’t do that because’. There’s an openness to have discussions with Lodges and Chapters, for example, about meeting on weekends versus in the middle of the day, or meeting at times to allow for work and then to get to meetings in the evenings. The most important thing is the conversation and as long as Lodges and Chapters want to have the conversation with Provinces then we can fi nd the solution that works for them and enables their members to really enjoy their Freemasonry. It’s that enjoyment that I think will make the members come back for more.

Watch the full Q&A of the members introduction to UGLE strategy 2022 and beyond here: https://www.youtube.com/watch?v=lUesHiInEp4

Look out for further announcements regarding our strategy and guidance on how you can support it, coming from UGLE, Metropolitan, Provinces & Districts throughout this year

The Pro Grand Master recommends that every member takes time to watch this video about the strategy