Grand Lodge of Kansas - Warden's Notebook

PREFACE Welcome to the Warden's Track of the Grand Lodge of Kansas Leadership Academy. Our purpose today is to place into your hands the information and tools you need to have a truly successful year as Master of your Lodge. This notebook is a place where you can place those items of what you are planning, and what you have done, so you are prepared for things that may happen during your year. We hope that these will be of assistance to you!

The process of becoming Master of a Lodge is not difficult, but there are things that need to be done early to have real success. Ideally, your planning should begin in your year as Junior Warden.

As Senior Warden, you should start now (if you haven't already done so) and your term will be a great success.

While your installation as Master of your Lodge is the start, officially, of your term of office, there are things that you should do prior to that event, so that the Brothers of your Lodge will have confidence in you. We will try to give you the tools and advice you need to make these decisions and prepare you for the future.

The following timeline is written assuming an open installation. Remember that a closed installation takes just about as much work to be successful. And just to inform you, an Open Installation is opened on the 1st degree, and without calling off, proceeds to the place of Installation. This means that the Bible, Square and Compasses and the tapers are used as in the 1st Degree. For a Closed Installation, the Lodge is opened on the 3rd Degree, and the Installation proceeds from there. Yeah, I know that the Grand Lodge allows work to be done on any degree, but this particular Law has not been changed!

i | P a g e

r e v 2 0 1 8 0 8 0 9

ii | P a g e

r e v 2 0 1 8 0 8 0 9

TABLE OF CONTENTS

PREFACE ......................................................................................................................................................... I TABLE OF CONTENTS .................................................................................................................................... III INSTALLATION PLANNING ............................................................................................................................. 1 THE MASTER’S HAT ................................................................................................................................... 1 PLANNING STAGES .................................................................................................................................... 1 NINE MONTHS PRIOR ................................................................................................................................ 1 1. SELECT THE DATE AND RESERVE THE LODGE BUILDING. .............................................................. 1 2. SELECT THE INSTALLING TEAM. .................................................................................................... 1 3. CREATE A PLAN FOR YOUR INSTALLATION ................................................................................... 1 4. CREATE AN INSTALLATION BUDGET ............................................................................................. 2 SIX MONTHS PRIOR ................................................................................................................................... 2 5. BEGIN OFFICER SELECTION. .......................................................................................................... 2 6. SELECT ASSISTANTS ....................................................................................................................... 3 THREE MONTHS PRIOR ............................................................................................................................. 3 7. CREATE AND PRINT INVITATIONS ................................................................................................. 3 8. FINALIZE OFFICER SELECTION ....................................................................................................... 3 9. PLAN DINNER OR RECEPTION ....................................................................................................... 4 SIX WEEKS PRIOR ...................................................................................................................................... 4 10.

MAIL INVITATIONS .................................................................................................................... 4 11.

RECONFIRM WITH ALL PARTICIPANTS ...................................................................................... 4 12.

PUBLICIZE THE INSTALLATION .................................................................................................. 4 THREE WEEKS PRIOR ................................................................................................................................. 4 13.

CREATE AND PRINT INSTALLATION PROGRAMS ....................................................................... 4 14.

ORDER AND PURCHASE ALL NECESSARY PRODUCTS ................................................................ 5 ONE WEEK PRIOR ...................................................................................................................................... 5 15.

HOLD A PRACTICE. .................................................................................................................... 5 16.

COMPLETE PERSONAL NOTES ON REMARKS, INTRODUCTIONS AND PRESENTATIONS. .......... 5 INSTALLATION PLANNING THE MINUTE‐BY‐MINUTE PROGRAM ................................................................. 7 INTRODUCTIONS ....................................................................................................................................... 7 PRESENTATIONS ........................................................................................................................................ 8 REMARKS ................................................................................................................................................... 8 ACKNOWLEDGEMENTS ............................................................................................................................. 8 OTHER REMARKS ...................................................................................................................................... 8 WHAT YOU NEED TO KNOW BEFORE YOU CAN PLAN .................................................................................. 9 THE MASTER’S ACHIEVEMENT AWARD ...................................................................................................... 11

iii | P a g e

r e v 2 0 1 8 0 8 0 9

DUTIES AND RESPONSIBILITIES DUTIES OF THE OFFICERS ......................................................................... 13 THE WORSHIPFUL MASTER (3‐306) ........................................................................................................ 13 THE SENIOR WARDEN (3‐307, 5‐208) ..................................................................................................... 14 THE JUNIOR WARDEN (3‐307, 5‐208) ..................................................................................................... 14 THE TREASURER (3‐308) .......................................................................................................................... 15 THE SECRETARY (3‐309) .......................................................................................................................... 15 THE CHAPLAIN ......................................................................................................................................... 15 THE SENIOR DEACON .............................................................................................................................. 16 JUNIOR DEACON ..................................................................................................................................... 16 THE STEWARDS ....................................................................................................................................... 16 THE TYLER................................................................................................................................................ 17 THE TRUSTEES ......................................................................................................................................... 17 OFFICER ROSTER ..................................................................................................................................... 17 STANDING COMMITTEES OF EACH LODGE (3‐317) ................................................................................ 18 CHARITY COMMITTEE: ........................................................................................................................ 18 FINANCE COMMITTEE: ........................................................................................................................ 18 MASONIC EDUCATION COMMITTEE: .................................................................................................. 18 MASONIC FOUNDATION COMMITTEE: ............................................................................................... 18 PUBLIC SCHOOLS COMMITTEES: ......................................................................................................... 18 MEMBERSHIP COMMITTEE: ................................................................................................................ 18 ADDITIONAL COMMITTEES AS APPOINTED ............................................................................................ 18 BUDGET COMMITTEE: ......................................................................................................................... 18 INVESTIGATION COMMITTEE: ............................................................................................................. 19 LODGE MEMBERSHIP CONSERVATION COMMITTEE .......................................................................... 19 REFRESHMENT COMMITTEE: .............................................................................................................. 19 RITUAL COMMITTEE: .......................................................................................................................... 19 PUBLICITY COMMITTEE: ...................................................................................................................... 19 FUNERAL SERVICE AND OBITUARY: .................................................................................................... 19 GUIDELINES FOR OPERATIONS OF COMMITTEES ................................................................................... 20 IN SUMMARY: ......................................................................................................................................... 20 MEMBERSHIP .............................................................................................................................................. 21 NON‐PAYMENT OF DUES ........................................................................................................................ 21 ATTRACTING NEW MEMBERS ................................................................................................................. 22 DISCOVERING FREEMASONRY ................................................................................................................ 23 MENTORING ................................................................................................................................................ 25 MENTORING: 10 STEPS TO SUCCESS ....................................................................................................... 25 SUMMARY OF THE PROCESS ................................................................................................................... 26 EDUCATION ................................................................................................................................................. 29 DEVELOPING AN EDUCATION PROGRAM AND PLAN ............................................................................. 29 PUTTING IT ALL TOGETHER ................................................................................................................. 29

iv | P a g e

r e v 2 0 1 8 0 8 0 9

FINANCE ...................................................................................................................................................... 33 LODGE FINANCES .................................................................................................................................... 33 LODGE BUDGET ................................................................................................................................... 33 PURPOSE OF A LODGE BUDGET .......................................................................................................... 33 PLANNING A LODGE BUDGET ............................................................................................................. 33 BUILDING A LODGE BUDGET ............................................................................................................... 34 INCOME STATEMENT .......................................................................................................................... 38 REVENUES ........................................................................................................................................... 38 EXPENDITURES .................................................................................................................................... 38 NET INCOME ....................................................................................................................................... 38 BUDGET VS ACTUAL ANALYSIS ............................................................................................................ 38 FUND RAISING ..................................................................................................................................... 38 DUES .................................................................................................................................................... 39 CONCLUSION ....................................................................................................................................... 39 RITUAL ......................................................................................................................................................... 43 THE TRICE‐ROBISON AWARD ...................................................................................................................... 47 WHAT IS TRICE – ROBISON? .................................................................................................................... 47 HOW IS IT EARNED? ............................................................................................................................ 48 LAW MEMORANDUMS ............................................................................................................................... 49 ANNUAL MEETING: ................................................................................................................................. 49 ANNUAL REPORT: .................................................................................................................................... 49 BALLOT AND BALLOTING: ....................................................................................................................... 49 BYLAWS OF THE LODGE: ......................................................................................................................... 49 CHARITY: ................................................................................................................................................. 49 CLASSES: .................................................................................................................................................. 49 COMMUNICATIONS: ............................................................................................................................... 50 CORRESPONDENCE: ................................................................................................................................ 50 DEGREES: ................................................................................................................................................. 50 DIMITS: .................................................................................................................................................... 50 DUES: ....................................................................................................................................................... 50 FEES: ........................................................................................................................................................ 50 FINANCING LODGE BUILDINGS: .............................................................................................................. 50 INVESTIGATION: ...................................................................................................................................... 50 LAW AND PROCEEDINGS: ....................................................................................................................... 51 OPENING LODGES: .................................................................................................................................. 51 REMISSION: ............................................................................................................................................. 51 RITUAL PROFICIENC: ............................................................................................................................... 51 SPECIAL DISPENSATIONS: ........................................................................................................................ 51 SUSPENSIONS: ......................................................................................................................................... 51 TRANSFERS: ............................................................................................................................................. 51 TRIALS: .................................................................................................................................................... 51 VACANCIES: ............................................................................................................................................. 51 v | P a g e

r e v 2 0 1 8 0 8 0 9

SPECIAL COMMUNICATIONS: ................................................................................................................. 51 STATED MEETINGS ...................................................................................................................................... 53 BEHAVIOR ............................................................................................................................................... 53 ORDER OF BUSINESS ............................................................................................................................... 54 PLANNED PROGRAMS PAY .......................................................................................................................... 55 SOME GENERAL RULES TO REMEMBER: ............................................................................................. 55 IDEAS FOR MASONIC PROGRAMS ........................................................................................................... 55 A MASONIC EXPERIENCE MEETING .................................................................................................... 55 A LODGE DEBATE ................................................................................................................................ 56 PAST MASTERS NIGHT ......................................................................................................................... 56 "TELL US WHAT YOU THINK"............................................................................................................... 56 THE QUESTION BOX ............................................................................................................................ 57 THE SONGS OF MASONRY ................................................................................................................... 57 RITUAL ................................................................................................................................................. 57 EDUCATION ......................................................................................................................................... 58 DISSECTING A DEGREE ........................................................................................................................ 58 "YOU MUST – YOU MUST NOT!" ......................................................................................................... 58 CONTESTS ............................................................................................................................................ 59 COURTESY TO INVITED SPEAKERS ....................................................................................................... 60 RESOURCES ................................................................................................................................................. 63 EVENT INFORMATION FORM .............................................................................................................. 63 SUGGESTED RESOURCES FOR LEADERSHIP............................................................................................. 64 KANSAS RESOURCES ............................................................................................................................... 64 KANSAS MASONIC FOUNDATION PROGRAMS: ...................................................................................... 65

vi | P a g e

r e v 2 0 1 8 0 8 0 9

INSTALLATION PLANNING THE MASTER’S HAT As Master, you will need a hat. The Master’s hat is an emblem of the Master’s authority and should be chosen wisely. Baseball caps or “trucker’s caps” have by tradition and usage been off limits for use as a Master’s hat. The Master can choose a hat indicative of his individual style, but should be chosen with the authority and decorum of the office in mind.

PLANNING STAGES The planning stages of an installation may vary from program to program. The information below should be a useful guide for all lodges.

Installation planning can begin as early as your term as Junior Warden. Plan ahead as much as possible.

NINE MONTHS PRIOR The following tasks should be completed in the first two or three months (January – March) of your term as Senior Warden.

1. Select the date and reserve the Lodge Building.

This is the first thing you should do after being installed as Senior Warden. Check the Lodge calendar to see which dates are available. Contact other organizations that meet in the same building and verify that they have not already made plans for their installation or other event on that day. Finally, confer with other Senior Wardens in the district to insure that you are not planning an Installation on the same night as their lodge.

Inform your District Deputy of the date as soon as possible.

2. Select the Installing Team.

There are three officers on an Installing Team: • • •

The Installing Master Installing Chaplain Installing Marshal

The members of the Installing Team can be from your lodge or other lodges. It is your job to have this team in place well in advance of your installation. Consult your DDGM if you need help with these positions.

3. Create a Plan for your Installation

Decide on the general plan for the day or evening. Will there be a theme? A reception or dinner? Will there be entertainment or musical selections? Special presentations? Is it an important lodge anniversary? Will you involve the youth groups? Involve you senior officers and their wives in the planning. Write your plans down. This will help with the rest of the planning process.

1 | P a g e

r e v 2 0 1 8 0 8 0 9

4. Create an Installation Budget Some Lodges have a policy on the amount of money that can be spent on an Installation.

Check with your Lodge Master, Secretary, or Treasurer to see if such a policy exists or if one should be established. Sometimes Lodges put a limit on the amount of money that will be contributed by the Lodge. Ask to see the details of prior installations.

Remember that the Installation budget is a part of the overall Annual Lodge Budget The following are possible expenses for your Installation Budget, and detail all of the items that will cause an expense. List at least the following, if they apply to your Installation.

• • • • • • • • •

Rent of the Building Dinner or Reception Costs Decorations Music (D.J. or band) Junior Past Master's Appreciation gifts and apron/jewel Awards (including engraving) Invitations (printing and postage) Programs (printing) Flowers (boutonnieres, corsages, presentations)

SIX MONTHS PRIOR The following tasks should be completed in the first three to six months (April – June) of your term as Senior Warden.

5. Begin Officer Selection.

The Master, Senior and Junior Wardens, Secretary and Treasurer are elected positions. The Master appoints all other officer positions.

Important Reminders: Surround yourself with good people! The single most important decision made by a Master is the selection of the people who will comprise the team. Begin this process early Avoid making the usual appointments of the preceding year without serious thought as to the anticipated results.

During this time period (April – June) evaluate the current officer performance. Without interfering with or shifting the focus from the current year, begin preliminary conversations with potential officers. Keep your eyes open for new people and those who have been regular attending members but may be waiting to be asked.

2 | P a g e

r e v 2 0 1 8 0 8 0 9

6. Select Assistants Select individuals to assist you with certain elements of the Installation. Consider inviting the Youth Groups to assist. Be certain to inform these individuals of the date and time of all practices and, of course, the installation. Call and write them before the installation to confirm their participation.

• • • •

Guest Book Attendants: individuals to greet guests and have them sign the guest book and introduction cards (if used).

Photographer: If you’ve planned the Installation well, you’ll want to remember it. Have someone, a professional maybe, take photos.

Arrange atime that day, before or after the Installation, to take posed group and individual photos. Inform Lodge members of this time.

Musician and/or Vocalist: It is a nice touch to have someone play the piano or organ during the Installation. You may also want a vocal selection during the program.

THREE MONTHS PRIOR The following tasks should be completed in the last two to three months (July – September) of your term as Senior Warden.

7. Create and Print Invitations Remember that this is the Lodge's Installation, not just yours. The current Master is technically responsible for this duty, but will probably delegate it to you! There are many styles to use in creating your invitations. Look at previous invitations and also templates available in desktop publishing software. What is most important is that all of the critical information is included on the invitation: • • • • •

The date and time of the Installation The location Whether a dinner or reception is planned Whether reservations are required The appropriate attire

People to invite include Past Masters and Officers and their wives (if an open installation), lodge members, other local Masonic bodies, neighboring lodges, the District and Area Deputy Grand Masters, Grand Lodge Officers in the area. Masonic youth groups, community organizations, friends, neighbors, and community leaders may also be invited to open installations.

You will want to mail the invitations at least six weeks in advance of the Installation.

8. Finalize Officer Selection Finalize the list of officers referred to earlier. You may want to schedule a time to meet with the potential officers and their wives to insure that they are fully aware of the obligation they are about to assume. This is also a great opportunity to enhance the team‐building process.

3 | P a g e

r e v 2 0 1 8 0 8 0 9

9. Plan Dinner or Reception Whether you are planning a dinner or reception, you should develop a menu, list of items needed, a timeline for the preparation, and a plan for decorations and table pieces, if used.

Create a volunteer team to assist with this effort.

SIX WEEKS PRIOR The following tasks should be completed in the last three months (October –December) of your term as Senior Warden.

10. Mail Invitations Mail your Installation invitations to the entire guest list.

11. Reconfirm with all Participants Very important! Reconfirm all plans and arrangements with those who are participating in some way with the Installation. The list might include: • • • • • • • •

All Officers The Master The ADGM & DDGM The Installing Team The Assistants The Florist The Photographer The Caterer

It is very easy for people to forget or confuse dates and times. Remind all the key people and verify their participation.

12. Publicize the Installation Once you have been elected and approved to serve as Master, inform the local media of the Lodge's upcoming installation by way of a press release. The press release might also include pictures of the future Master and Officers.

THREE WEEKS PRIOR The following tasks should be completed in the last three weeks (November – December) of your term as Senior Warden.

13. Create and Print Installation Programs

Like the Invitations, there are many formats to choose from and many ways to explore program design ideas. Research as many options as possible and decide on what you appreciate most.

The program should include the date, time, and place of the event, a list of officers to be installed and members of the installing team, an agenda for the program, a list of assistants and people who have helped with the installation preparation and ceremony.

4 | P a g e

r e v 2 0 1 8 0 8 0 9

14. Order and Purchase all Necessary Products Order and purchase products including: • • •

Flowers Food and Drinks for Dinner or Reception Decorations

ONE WEEK PRIOR The following tasks should be completed in your last week as Senior Warden.

15. Hold a Practice.

With the Installing Team and Officers, practice the Installation Ceremony to be sure that everyone is proficient in the work.

You may want to include the other assistants, particularly a musician in the practice.

16. Complete personal notes on remarks, introductions and presentations.

Fully prepare yourself for the program portion of the Installation which includes introductions, presentations and remarks.

5 | P a g e

r e v 2 0 1 8 0 8 0 9

6 | P a g e

r e v 2 0 1 8 0 8 0 9

INSTALLATION PLANNING THE MINUTE‐BY‐MINUTE PROGRAM This section will give direction on the program portion of the Installation. Be sure to become familiar with the Lodge Officer Installation Ceremony (contained in the Monitor and Ceremonies) for other details which are purposely not covered in this material.

The Installation should take no longer than ninety minutes. The actual ceremony can take as much as 45 minutes so the planned program should not be longer than 45 minutes. This section will deal with Introductions, Presentations, and Remarks.

INTRODUCTIONS Introductions can make or break an installation program. You must recognize those who are deserving, but at the same time you do not want to bore your audience with lengthy introductions.

It is best if you can introduce individuals by memory or with guest cards that are prepared before they enter the lodge room. Introduce individuals by their highest office.

If you must do self‐introductions, use this phrase: "Will all Past Masters (or other group), who have not been previously introduced, please stand and Introduce yourself?"

The Order of Introductions is as follows 1) Past Masters of your Lodge.

2) Past Masters of other Lodges* 3) Masters and Masters‐Elect of Lodges 4) Presiding Officers of Affiliated Organizations.* 5) ADGM and or DDGM 6) Past Grand Officers from other jurisdictions. *** 7) Grand Officers from other jurisdictions. *** 8) Appointive Grand Lodge Officers 9) Past Elected Grand Officers of Kansas *** 10) Elective Grand Lodge Officers (reverse order of rank) 11) Past Grand Masters of Kansas*** 12) The GRAND MASTER * = Can be omitted if a shorter program is desired *** = Attendance by these individuals is not common, but you should be prepared in the event they do attend.

7 | P a g e

r e v 2 0 1 8 0 8 0 9

PRESENTATIONS Presentations should be kept to a minimum. A likely list of presentations could include: 1) The Masters jewel or pin.

2) Traveling pins.

3) Junior Past Master's ring, apron, and/or certificate.

REMARKS It is customary for the newly installed Master to give remarks. This will be the first impression you create for your officers, members, and guests of the Lodge. It is very important that your remarks be prepared and well thought out.

Your remarks might include: 1) Your vision for the future 2) Brief notes on new Programs 3) Brief highlights of the year’s calendar Whatever the content, your message should be inspiring and forward thinking. This is your opportunity to engage the membership and supporters. Take advantage of it!

ACKNOWLEDGEMENTS Remember to thank all those who assisted with the installation: This list should include: 1) Those who helped with the Dinner or Reception 2) The Installing Officers 3) Guest Book Attendants 4) Photographer 5) Musician and/or Vocalist

OTHER REMARKS If the Grand Master is present, you will call on him for remarks at the end of the program. He is the last to speak. If the Grand Master is not present, you may call on the ranking Grand Lodge Officer or District Deputy.

8 | P a g e

r e v 2 0 1 8 0 8 0 9

WHAT YOU NEED TO KNOW BEFORE YOU CAN PLAN The next item to consider is your Calendar. Today, many individuals use their telephone of computer for their Calendar, but some prefer paper. Here are some thoughts on what you need in your Calendar. As you start to plan the calendar for the year it is helpful to begin by compiling some background of facts concerning, 1) National Holidays, Holy Days and Commemorative Days 2) Community, State and National Events 3) Historical Events and Committed Dates in Masonry ‐ School of Instruction, Area Meeting, Grand Lodge, St. John's Day, and Leadership Academy.

4) Sports Events ‐ Local school schedules, Opening day of Pheasant Season, Deer Season.

5) Continuing Programs in Your Lodge ‐ Annual Communication, Ladies Night, Life Member and Old Timers Night, Past Masters Night, Craft Team Dinner.

6) Average Number of Candidates per Year (Last 3 years).

7) Number of Candidates, EA’s and FC’s held over.

8) Visitations planned Despite all of the rules, regulations, instructions, and suggestions that we can lay down with respect to officers' duties, committee work, and effective lodge administration and operation, probably the most effective single facet in making and keeping our lodges dynamic is the extent to which programs are planned and executed. This statement applies not only to the planning of entertainment type programs but includes, as well, in the term "programs" the balancing of such activities as good ritualistic work, complete instruction to candidates on Masonry's tenets and purposes, continuing education for the membership, developing charitable activities, and all other activities related to a "well rounded lodge program."

The purpose of this section is to discuss the individual program as presented at a lodge meeting, which, often will have influence on a continuing program of a specific nature. Special attention must be given by the Wardens to the absolute necessity of program planning and arrangements well in advance of the time for installation. The Senior Warden must begin constructing the program trestle board no later than during the fourth quarter of the current year. Ideally, this planning should begin in your year as Junior Warden.

Probably most lodge officers would place attendance at the top of the list of problems involving the successful operation of a Masonic Lodge. When a lodge is troubled with attendance, it is the most nagging and harassing problem of all. The members, who do not come to lodge are not entirely to blame ‐ the sad fact is there may be little to make them want to come, or if they do come there may be so often little to make them want to come back.

For many years, in some cases lodge officers have drifted into a sense of complacency by assuming that the conferring of degrees is the most important ‐ and perhaps the only ‐ business of the lodge.

Of course the conferring of degrees in a dignified and impressive manner is important ‐ it is the door through which a man enters the Masonic edifice. After the door has been opened, a man hopes that he will find warmth and respect and affection and many other things, which makes him glad he came through the door. There is so much more to Freemasonry than the degrees only ‐‐ there has to be!

9 | P a g e

r e v 2 0 1 8 0 8 0 9

Every Mason is entitled to more than the initial impressive ritualistic experience. He wants to take his place in a Fraternity that has been of tremendous importance in our world for countless ages. He receives our impressive degrees and proudly awaits further Masonic knowledge, but the bitter facts of life are that here the story ends for some Masons.

We want to try to prevent his adopting the philosophy so often expressed about many events ‐ "you see one, you've seen them all".

Good attendance and a resulting successful lodge can be achieved of any set of lodge officers with the serious application of imagination and enthusiasm ‐ but it is only the officers who can achieve this ‐ no one else, including the Grand Master himself. Leadership and the resulting success cannot be legislated but the members of a lodge have a right to expect a very REAL EFFORT to provide and display it.

At the risk of over simplifying the problem and its solution let us be acutely aware of these two very basic premises or goals that have to be accomplished. (1) Attract your members into the lodge room, and (2) make them want to come back!

"It should be emphasized that the duty of a Master is first to the members of his Lodge; the possibility of much 'work' on many candidates should be a secondary consideration," Such is the advice of Carl Claudy and we can only add "So Mote It Be." As you plan your activities for the year, this should be your guiding principle.

Many lodges are complaining about poor attendance and falling membership. If you look at their calendars you will probably find them occupied by regular communications which have nothing but lodge business and degree nights that have nothing but what is in the ritual. Nothing could be better calculated to “turn off membership" than this. Variety is the spice of life, and there is no substitute. If you want the brothers to come to lodge you must give them something besides “the standard fare”. To do this will require planning.

All officers, and particularly Masters, must remember that great accomplishments rarely happen accidentally, but are the result of study, planning, and hard work. Van Cliburn didn't accidentally became a great pianist; he accomplished it by expanding his talent with study and practice.

Freemasonry didn't evolve accidentally; it evolved because our forefathers studied and planned and labored. Nor can it be kept alive and viable unless those charged with its leadership, study and plan and execute. No institution can remain static; it will either grow or die. Don't let death be born in your administration.

10 | P a g e

r e v 2 0 1 8 0 8 0 9

THE MASTER’S ACHIEVEMENT AWARD In your planning, we would like you to consider the elements of the Master’s Achievement Award as a rough planning guide. It is the opinion of the Grand Lodge, that Masters whose lodges achieve the vast majority of the Master’s Achievement Award elements, will have a very successful and fulfilling year. A copy of the Master’s Achievement Award tracking guide is included in this document. However, application for the award must be made through the online form found at kansasmason.org in the “Members” tab (password and user name required, contact the Grand Secretary if you cannot access) in the “Downloads” section.

11 | P a g e

r e v 2 0 1 8 0 8 0 9

12 | P a g e

r e v 2 0 1 8 0 8 0 9

DUTIES AND RESPONSIBILITIES DUTIES OF THE OFFICERS THE WORSHIPFUL MASTER (3‐306) The Worshipful Master has been elected by his brethren to fulfill the highest honor which can be bestowed upon a Master Mason. No Mason should begin climbing the flight of stairs to the Master’s Chair in the East without first pledging to himself that he will dedicate and devote all his energy and zeal to fulfilling his duties to the best of his ability. The trust placed upon him by the brethren should never be violated. A respected and successful Master will: 1) Call the lodge to order in stated meetings at the time and place set in bylaws.

2) Call the lodge in special meetings for degree work, emergency meetings, or social functions.

3) Preside at the meetings of the lodge. (When absent, the Wardens by rank will preside. If all three officers are absent, the lodge cannot be opened except as authorized in By‐law 3‐411) 4) Control all debate and preserve good order, as well as harmony, within the lodge.

5) Pass upon the proficiency of candidates for advancement, or permit a vote by the lodge members present.

6) Control the voting within the lodge and see that each member present casts a vote or is excused from voting.

7) Prohibit the discussion of political matters in the lodge room.

8) Know the Ancient Landmarks, the Masonic Code, the Book of Constitutions and Bylaws, and the Bylaws of his lodge.

9) Preserve the lodge Charter as its lawful custodian.

10) See that communications are answered and degree work exemplified with dignity consistent with the requirements of the Grand Lodge.

11) Carefully select all appointive officers and committees of the lodge.

12) Sign all orders or vouches drawn on the Treasurer after lodge approval.

13) Fill temporarily all vacant stations and places with proficient members.

14) Read and discuss in lodge the proceedings of the Grand Lodge.

15) Preside at the Masonic Burial or Memorial Service of a deceased member if requested, or cause the same to be done.

16) Make immediate personal contact with the family and offer assistance upon notice of the passing of a brother or a member of his family.

17) Represent the lodge at all Grand Lodge Communications and meetings including the Annual Communication, meetings on Masonic Education, Meetings on Ritual, and schools of instruction.

18) Attend all degree rehearsals.

19) See his successor is installed.

20) See that the constitutions and regulations of the Grand Lodge are obeyed.

13 | P a g e

r e v 2 0 1 8 0 8 0 9

THE SENIOR WARDEN (3‐307, 5‐208) It shall be the duty of the Senior Warden to look well to the West and serve as an assistant to the Worshipful Master in the government of the lodge. It should be for him a year of planning, keeping in mind that a primary duty upon reaching the Master’s Chair is “to set the craft to work and give them proper instruction.” The obligations of the Senior Warden are: 1) Serve as Master in his absence.

2) Be able to open, close and confer all degrees.

3) Know the business of the lodge and have knowledge of all committee work, candidates in process, and coming events.

4) Help secure instructors for the candidates.

5) Attend all degree rehearsals.

6) Have knowledge of the finances of the lodge.

7) Have reasonable knowledge of the codes, which relate to proper discussions, lodge procedure, lodge jurisdictions, Masonic conduct, authority of the Master, etc.

8) Observe the various brethren who would best fulfill the duties of a line officer, as next year he must appoint new officers. He should consider if: a. The selected Brother has the time to devote years of sincere application to the lodge? b. Will the appointment conflict with his vocation? c. Does his family support him in his endeavor to become a devoted worker and lodge officer? d. Has he initiative and a good personality? e. Is he capable of memorizing and presenting the work and lectures? f. Will he develop into a LEADER?

THE JUNIOR WARDEN (3‐307, 5‐208) The Junior Warden is primarily a liaison officer or coordinator of activities. This does not mean that he takes the spotlight but is a vital member of the TEAM. Usually the Master and the Senior Warden have more work to accomplish than time permits, and the Junior Warden is the one looked upon for assistance. The obligations of the Junior Warden are: 1) To serve as Master or Senior Warden in their absence.

2) Know the opening, closing and conferring of degrees.

3) Promptness and regular attendance at all lodge meetings and special social functions.

4) Assisting the senior warden in “special functions”.

5) Carrying out any duties assigned by the Worshipful Master, such as: a. Supervision when the lodge is at refreshment. b. Serving on committees for the purchase of lodge equipment. c. Being a part of the lodge Greeting Committee. d. Serving on the Ritual Committee.

6) Continued study of the Grand Lodge Bylaws.

7) Supervision of arrangements for visitations to other lodges and return visitations.

14 | P a g e

r e v 2 0 1 8 0 8 0 9

THE TREASURER (3‐308) This officer is the lodge banker and should adhere to good business practice and habits. Receipts, records, and monthly reports of expenditures and income are his responsibility and duty to the lodge. It is his duty to: 1) Receive all moneys from the secretary and issue a receipt for the same.

2) Keep a just and regular account of the same.

3) Pay out money only by order of the Worshipful Master and consent of the Lodge.

4) Give an annual account to the lodge.

5) Deliver all lodge funds, books, vouchers, and all documents to his successor.

THE SECRETARY (3‐309) The duties of the Secretary and the importance of his office cannot be emphasized too strongly.

Prompt attendance to all business, neat and complete minutes and records are a must for his office. A Secretary should never be late at the meetings, but be there in time to have everything in readiness, so the business may be conducted at the pleasure of the Master. The Secretary should familiarize himself with his duties in the Book of Constitutions and Bylaws. It is his duty to: 1) Observe the will and pleasure of the Worshipful Master.

2) Record all proceedings of the lodge proper to be written.

3) Receive all moneys paid into the lodge.

4) Pay them over to the treasurer taking his receipt therefor.

5) File all Documents of the lodge.

6) Collect all dues of the lodge and issue receipts.

7) Make Annual Reports to the lodge and Grand Lodge. (C‐IX 9) 8) Keep an up to date Register of all members.

9) Keep in trust the Seal of the lodge.

10) Deliver to his successor all books, papers, records, vouchers, etc.

THE CHAPLAIN The text book of the Chaplain is the Great Light of Freemasonry which forever sheds its rays upon every lawful assemblage of Masons. He has the obvious duties to: 1) Open and close all meetings with prayer.

2) Attend all Masonic funeral services and give the prayers of that service.

3) Learn the scripture readings for the various degrees.

15 | P a g e

r e v 2 0 1 8 0 8 0 9

THE SENIOR DEACON The Senior Deacon is the messenger of the Worshipful Master. His most important duty is to welcome visiting brethren and introduce them to the lodge members so that they will feel at home. Both ritual and floor work are a part of the required operation of this station. He should be prepared to: 1) Introduce and accommodate the visitors of the lodge 2) Prepare the ballot box at the order of the Worshipful Master.

3) Proceed with the study of The Laws of the Grand Lodge of Kansas.

4) Attend and participate in schools of instruction when held within the Area or District.

JUNIOR DEACON It shall be the duty of the Junior Deacon to be the messenger of the Senior Warden. His duty is the custody of the door opening from the Tyler’s room. He permits no one to enter or retire without consent from the Master. He should be prepared to: 1) Understudy the Senior Deacon that he may relieve him whenever necessary and prepare himself for advancement to the duties of the Senior Deacon.

2) Assist in the preparation of candidates for the degrees.

3) Reach a high degree of proficiency with the rod and its use.

4) Assist in introducing visiting brethren and see that they are made to feel at home.

5) Proceed with the study of The Laws of the Grand Lodge of Kansas.

6) Attend all called meetings of the lodge.

7) Carry out lodge assignments given by the Worshipful Master.

THE STEWARDS 1) It shall be the duty of the stewards to assist the deacons and other officers in the discharge of their duties. It is their duty to: 2) Be early to arrive and set up the lodge for the meeting.

3) Become proficient in rod and floor work.

4) Assist when the lodge is at refreshment.

5) Extend to visiting brethren such attention as circumstances may suggest.

6) Begin learning lecturers for degree conferral.

7) Attend to such other duties as may be directed by the Worshipful Master.

16 | P a g e

r e v 2 0 1 8 0 8 0 9

THE TYLER The appointment of Tyler to the lodge is of extreme importance. Just as the Tyler’s sword is used as a symbol to guard against the approach of cowans and eavesdroppers, so it should admonish us to set a guard over our thoughts, words and actions, thereby preventing the approach of every unworthy thought, word, or deed and preserving consciences void of offense toward God and toward man. He should be prepared to: 1) Be prompt and early at all lodge meetings and see that all lodge paraphernalia is in place for all Stated and Special meetings.

2) See that all paraphernalia is kept clean and in good repair.

3) Welcome and accommodate all visiting brethren and act as host of the lodge.

4) Register all regular and visiting brethren and see that they are duly vouched for or examined.

5) See that all brethren in the lodge room are properly clothed.

6) Inform the Master of a visiting brother to be examined for admission.

7) See that all paraphernalia is put away at the close of lodge.

8) Study for the next stations in line.

THE TRUSTEES The duties of the Trustees are assigned by lodge bylaws, or referred to them by the lodge or Master. Consult your lodge bylaws to determine if Trustees are elected or appointed.

OFFICER ROSTER Office Name Worshipful Master:

Telephone

Senior Warden:

Junior Warden

Treasurer:

Secretary:

Chaplain:

Senior Deacon

Junior Deacon

Senior Steward

Junior Steward

Tyler

17 | P a g e

r e v 2 0 1 8 0 8 0 9

STANDING COMMITTEES OF EACH LODGE (3‐317) And don't forget the Committees! There are six required committees in Kansas, and they are listed in the Grand Lodge Bylaws. They are as follows: CHARITY COMMITTEE: consisting of the Master and two Wardens, who shall dispense the charities of the Lodge in such a manner as its Bylaws may require.

FINANCE COMMITTEE: consisting of three members, who shall examine the reports of the Treasurer and Secretary and audit claims against the Lodge.

MASONIC EDUCATION COMMITTEE: consisting of three members whose duty it is to present the “Lodge System of Masonic Education” to each new candidate for the degrees of Masonry. Also the committee should plan and present educational programs for the lodge.

MASONIC FOUNDATION COMMITTEE: is the group to coordinate the work of the Kansas Masonic Foundation with the constituent lodge, to promote the Masonic Foundation, and seek contributions for and disseminate information concerning the operation of the foundation. This committee consists of three members. https://kansasmasonic.foundation/ PUBLIC SCHOOLS COMMITTEES: consisting of not less than three nor more than six members whose duty shall be to assist the Lodge in carrying out the program of the Grand Lodge in support of public schools and such further programs as the Lodge may deem advisable.

MEMBERSHIP COMMITTEE: with three members whose duty it shall be to discuss membership problems peculiar to their lodge, and to promote and implement the membership programs of the Grand Lodge.

ADDITIONAL COMMITTEES AS APPOINTED And a Master may appoint other special committees, either as required by his Lodge Bylaws or for his own purposes. Below are some ideas for committees BUDGET COMMITTEE: consists of three to five members, depending on the size of the lodge. (All lodges should operate from a budget prepared in advance. This is good business).

18 | P a g e

r e v 2 0 1 8 0 8 0 9

INVESTIGATION COMMITTEE: consists of three members appointed by the Master in accordance with 4‐119. Each member shall make a separate and independent investigation of the petitioner. Ascertain the following specific facts during each investigation: (1) belief in God, (2) can he read and write the English language, (3) age, (4) residence in the lodge jurisdiction, (5) occupation, (6) previous petitions, (7) membership in other organizations not compatible with Freemasonry, (8) does he know of any reason why he cannot become a Mason, (9) free will and accord, (10) financial ability, and (11) has he ever been in trouble with the law.

LODGE MEMBERSHIP CONSERVATION COMMITTEE (This committee can be the most important to your lodge.) Three to seven members are recommended with the following duties: • • • •

Visit resident members in their homes to encourage lodge attendance and to promote Masonic principles.

Call on brethren who are in arrears with dues payments and report the cause to the lodge.

Contact the brethren whose progress in degree work has been delayed and report their reason to the Master.

Call on shut‐in, sick, distressed, and elderly brethren of the lodge.

REFRESHMENT COMMITTEE: Usually consists of the Junior Warden and the two Stewards. This committee also must work closely with the Budget Committee.

RITUAL COMMITTEE: Usually Past Masters and Grand Lecturers. This should be an active committee. Many lodges assign a Past Master to work with each officer of the lodge and encourage his progress.

PUBLICITY COMMITTEE: This committee should be selected with care. Members should be well qualified and have some knowledge of the communications field.

FUNERAL SERVICE AND OBITUARY: This committee should not only see to the service and wishes of the family, but also set up a method within the lodge to notify all of the brethren of the time and place of a Masonic service.

19 | P a g e

r e v 2 0 1 8 0 8 0 9

GUIDELINES FOR OPERATIONS OF COMMITTEES Some general rules for the operations of a successful committee are: 1) Have active members.

2) Follow the planned agenda of the committee chairman.

3) Start on time, work your plan, and adjourn early.

4) Give advance notice of each meeting in writing so all can arrange to be present; then call and remind each member a day or two in advance.

5) Keep a written record of important items of each meeting.

IN SUMMARY: Committees are appointed to facilitate the transaction of lodge business. There are two kinds: standing and special. Standing committees are those provided in the bylaws of the lodge. All are appointed by the Worshipful Master and all report to him. The Master is an ex‐officio member of all committees. The number of members on a committee is determined in the bylaws of the lodge or by the Master.

20 | P a g e

r e v 2 0 1 8 0 8 0 9

MEMBERSHIP Throughout much of the 20th century Freemasonry flourished in Kansas, especially after soldiers returned home from World War II. Membership was grand, and Lodges did not have the financial challenges faced in present day. In a sense, it was the best of times for membership in Kansas Freemasonry. While there were so many positives that came from that time, there was also a significant negative as well; this is the emergence of complacency in the Craft. The thought that the good times would not end and continued effort for excellence did not need to be maintained, resulting in the drastic downturn of membership seen today. That is changing though. Brothers are brainstorming to find effective ways to increase membership, inject positive energy into Lodges and to instill the utmost quality in all the Craft’s work. This handbook is one such effort, it is a tool for Lodges to use and make their own. There are tremendous ideas that will turn Lodges around and should be used by every Brother who has an interest in improving our great Craft.

Look well to these ideas and look well to the Craft!

NON‐PAYMENT OF DUES Brothers who are suspended for non‐payment of dues (NPD) are a key portion of our membership that needs to be addressed. Over the last five years Kansas Lodges have lost 2,765 members due to NPD, averaging 553 per year. Furthermore, in 2014 the KMF commissioned a research study and discovered that 39% of the NPD Brothers planned to return soon and 50% said they planned to return in two years. These numbers indicate a significant number of Brothers who expect to become card‐carrying Masons again by reengaging with their Lodge. How does a Lodge maintain this momentum and keep these Brothers on track to membership again?

The first step is to simply compile a list of those Brothers. Utilize the Worshipful Master, Secretary, Grand Lodge or any Brother necessary to ensure the list is as complete as possible with living members who are NPD’s. This list will serve as the baseline for the Lodge’s efforts by providing quantities, ages and perhaps even reasons why those members fell out of active membership. This last item is extremely important, because if it is known why a Brother quit paying his dues then it takes that guesswork out of the equation. This list will further provide direction as to who is best suited to approach the suspended Brother. Who has history with this Brother? Who has common interests with this Brother? These types of questions will determine the who and how of approaching a suspended member.

Once a complete list is formulated, it is time to take the next step and approach the suspended Brothers. If possible, do this in person. While there will be cases that a Brother is not local, and a phone call or email is the only method of communication, this should be the exception. There is so much more benefit to personal contact. Looking that Brother in the eye and trying to learn the why of his suspension and the how to get him back. There must be passion here and that Brother needs to understand the Lodge is passionate about his return to active membership. In many cases, having this discussion in an informal setting over a cup of coffee is most productive.

There is just something calming about sitting down in this setting and allowing a Brother to just talk, while you, as the Lodge representative, should simply listen and learn. Perhaps that Brother felt out of place, under‐utilized, got too busy, had an argument or any number of other reasons

21 | P a g e

r e v 2 0 1 8 0 8 0 9

for allowing his membership to slip, but the key concept it to convince him that any reason can be overcome by embracing the principle of Freemasonry; Brotherly Love, Relief and Truth.

There are additional steps that may be taken to ensure success as well. That Brother might have questions that need answers; provide those answers. Whether it takes that Lodge representative asking for assistance from another Brother or calling up the Grand Secretary, find those answers.

The process is not set in stone, so flexibility and recognizing where to use that flexibility is important. This process is very similar to the mentoring process outlined later in this section for new candidates and serves as an example that mentorship is a lifelong activity to improve others.

One final concept on this topic: use these ideas contained here and in the mentoring process to recognize Brothers who are potentially on the cusp of NPD; solve the problem before it becomes a problem. Provide them a vested interest in maintaining an active membership in your Lodge.

ATTRACTING NEW MEMBERS There are several tools in place to assist every single Lodge in Kansas to attract new members.

The majority of them are Kansas Masonic Foundation (KMF) programs and are successful to many that use them. The basic concept is to get in front of the public and offer them a glimpse into what Freemasonry does for the community, and for the individual member. Some examples of these programs are the Cancer Screenings, Matching Funds Programs, Scholarship Programs, Veterans Program, Pride Program and many others that can be viewed on their webpage, which is https://kansasmasonic.foundation/. All these programs, and many others, set aside funds to support different aspects of the community, and all them require the Lodge getting front and center to make them happen. Take advantage of these.

One particular area of focus is the schools. The aforementioned scholarship program is not the only program for schools. There are also programs that recognize exemplary teachers and students, invite participation in Band Camp at the annual Shrine Bowl and the opportunity for a cash prize at the Entrepreneurship Challenge. Freemasonry must leave a favorable light for these students, as they are the future of our Craft and society. In addition, it is an opportunity to build relationships for continued community activities involving school clubs and their community service efforts in the community, and the Lodges ongoing efforts of doing the same. Most importantly, make sure the relationships are positive ones.

Once a Lodge has the attention, they must be ready for the ensuing questions to come. The public will be curious about Freemasonry and asks questions. Preparation is key here and answers should be considered and prepared before any questions are asked. Put simply, put some thought into the general questions that usually arise through discussions with inquisitive members of the community. This could very well be a first impression, and there is only one shot at making that favorable. Other inquiries may be made by individuals who already have knowledge of Freemasonry and just simply want to learn how to join. Be prepared to describe the process of becoming a Master Mason. These are not difficult exercises, but simply ones that require preparation to instill a favorable perception of the fraternity.

22 | P a g e

r e v 2 0 1 8 0 8 0 9

DISCOVERING FREEMASONRY Discovering Freemasonry is a package of literature, handouts, and PowerPoint presentations that are in a fully customizable format. These materials can be customized with the Lodge name and with the local lodge specific contact information.

The Discovering Freemasonry Program is the refreshed Friends of Masonry Program. It should be followed to promote and conduct an informational session with a prospective candidate and their families. This program packet will be provided to Lodges “free of charge” if the Lodges make the following three commitments: 1) Seek the participation and cooperation of Lodge Brothers and secure “approval” vote of the Lodge in a Stated Meeting.

2) Actively promote the event for greater community involvement.

3) Agree to conduct at least one training session with the Lodge Brothers to go through the program at least one week before the event.

23 | P a g e

r e v 2 0 1 8 0 8 0 9

24 | P a g e

r e v 2 0 1 8 0 8 0 9

MENTORING

MENTORING: 10 STEPS TO SUCCESS What are the 10 Steps to Success?

1) Invite the potential candidate to dinner at the Lodge and introduce him to the Brothers there.

2) Insert questionnaire into the Petition and read it to the Lodge upon its return.

3) After unanimous ballot, send acceptance letter to the candidate that introduces the Mentor.

4) Mentor meets with candidate and family to answer questions and allay any uncertainty.

5) Mentor introduces relevant masonic education as provided in this manual. Additional information is always welcome.

6) Mentor meets candidate at Lodge or arranges to take him to his degree work.

7) The candidate is not left alone.

8) The Mentor will make introductions to other members of his Lodge, as well as any Lodge he visits.

9) The Mentor will assist the candidate in passing all Lodge proficiency qualifications.

10) Above all, the Mentor must nurture the relationship to enable his charge’s development as a Master Mason, at that very moment and into the future.

25 | P a g e

r e v 2 0 1 8 0 8 0 9

SUMMARY OF THE PROCESS After the unanimous ballot for the candidate by members of the Lodge, certain actions begin to take place. One is the formal letter to the candidate, and the other is the Mentor of the candidate must organize to meet the candidate and his family. At this point we also deviate from current and past mentor programs alike. These programs typically consist of five meeting, one of which is before the degree work. This will not be the case in this mentorship program. Let’s look at Dr. William J. Rothwell’s definition of a mentor in Becoming an Effective Mentoring Leader, which uses only two words to describe what a mentor does: “up lifter” and “enabler”. At what point do these words suggest our job is accomplished in five meetings? It is not possible. Therefore, we will not put a number to how often the Mentor needs to meet with the candidate, because there is not a time frame for building a mutually beneficial relationship. It takes time to learn about each other’s families and lives, and this is the time to do so because the mentor is creating the foundation for the relationship in these initial meetings. It must be realized that this relationship is a two‐way street here, not only are you learning about the mentee, but the mentee is learning about you. The most successful relationships are those based on mutual respect, and if the Mentor sets himself up in the position to enable and sustain a candidate, then there must be respect and trust in the relationship. That is why it is so important to invest the necessary time during this critical period of the candidate’s growth. In moving forward with this program, realize there are no time constraints; the Mentor will meet as many times as necessary to ensure that the correct information is understood. This will be the same as the Mentor navigates the candidate through the three degrees and afterwards.

The next item to determine is where to meet the candidate. The most obvious place is in the candidate’s home so that he feels most comfortable, which also affords the possibility of meeting his family. The Mentor will take this time to soothe any uncertainties the wife of the candidate may have. She may know nothing at all or she may have misconceptions. Assure her of how this life‐changing path will benefit her, and their family. That, by the candidate’s pursuit to improve himself through masonry, he will become a better husband, father and friend; it is a natural result of trying to improve our lives. Also clear any misunderstandings about time and try to ascertain the parameters for future meetings. Do they live a busy life and the wife does not seem too excited about her husband spending time away? The answer is probably to keep meetings short and at his home. Do whatever works for the wife in this area, because she can make or break a candidate’s progression through the degree work. As the relationship begins to form and understandings about the candidate’s position with his family begins to take shape, it is advisable to try to get the candidate up to the lodge. This also affords the opportunity to teach the candidate by examples in the lodge. Much of the information introduced throughout the degree work will be relevant to the position of the Lodge, the two brazen pillars, the orientation of the officers, items hanging on the wall and so on. By showing the candidate these examples, it allows the mentor the best possible atmosphere for teaching, where he can physically show the candidate, let the candidate touch and let the candidate see the objects of discussion.

Furthermore, the more the candidate is in lodge, the more comfortable he feels on meeting nights or degree nights. This is key for success, to make the candidate comfortable and hungry for knowledge.

26 | P a g e

r e v 2 0 1 8 0 8 0 9

Enthusiasm nurtured in the candidate through the days leading up to the first degree will enhance that candidate’s first experience in a tiled Lodge. Under no circumstance will he be disappointed if the Mentor thinks of the candidate first; and, for that matter, the Lodge itself on that night. Prior to planning to pick up the candidate, the Mentor will inform the Lodge of the candidate’s development. The Mentor will let them know of his interests and topics which to begin conversations with. Every member of the Lodge should know something to talk to the candidate about prior to the Entered Apprentice degree, and it is the Mentor’s job to make sure that happens. The Mentor will also make sure the Lodge conducts a festive board, even if he must do it himself. It is a celebration to bring a good man to our lodge and make him a Brother, and we will make him feel welcomed.

In doing so, it is necessary to always accompany the candidate, except in the changing room. He must always feel that there is a Brother at his side as he prepares for the ritual. In addition, after the ritual when the new Brother is seated on the sidelines, the Mentor or a knowledgeable Brother must be at his side. Invariably, the initiate will have questions as the lodge proceedings continue, and someone needs to be available to answer those questions. The lodge should continue this practice of accompanying a new Brother any time he comes to lodge. It is common to witness a new Brother seating himself in the North to gain a better vantage point of what is going on in the lodge. If a lodge is not careful, he will do so alone. Special attention must be attended to when the new Brother is in lodge to ensure someone is by his side.

The Mentor must also be attentive to the educational needs of his charge. When a candidate is introduced to the Craft, everything is new. The ceremony, the ornaments, the terminology and many other intangibles. Therefore, it is imperative for the Mentor to use every opportunity possible as an educational experience. This mentorship program will divide the masonic education into four specific areas: Candidate, Entered Apprentice, Fellowcraft and Master Mason. This is done purely to divide information by relevance to the candidate’s progress. If the Mentor finds himself lacking knowledge on a topic, find someone who can assist. It will also grow the circle of Brothers who are able to support the candidate and who the candidate relies on. Be careful not to force too much information and overwhelm the mentee, instead be strategic with the information and create the right time for the right discussion. In addition to discussions on educational components of the lodge, there is also a proficiency exam that the candidate will need to pass to be deemed proficient. This should be taken in consort with the Mentor, as the ensuing discussions will benefit both. Above all, the Mentor should just simply be everything the candidate needs to be successful.

27 | P a g e

r e v 2 0 1 8 0 8 0 9

28 | P a g e

r e v 2 0 1 8 0 8 0 9

EDUCATION

DEVELOPING AN EDUCATION PROGRAM AND PLAN Putting it all Together Masonry is focused on three key concepts; fraternity, service to the community, and personal development. A good education program at the local lodge level provides the strong underpinnings for the first two and the key underpinning of the third. The difference between a lodge education program and an education plan is the time horizon. The education program is the long‐range enduring processes that make annual plans work. The importance of establishing and maintaining a good educational program is important in the success of the annual plans. A model for a program focuses on the audience even more than the content of the individual plans.

There are three key audiences. These are educating the general membership, educating and mentoring new members and developing the advancing line officers. Only the first audience is addressed in the course of normal lodge operations, the other two occur primarily outside the context of regular meeting, but that does not mean there should not be formal plans to continue the development of each of these audiences.

The education of general membership of each lodge should be a key part of every master’s annual plan. Each lodge and master’s year are different, but there are somethings that are common.

First to provide some context of this discussion of the other events that constrain or expand the operation of an educational program. Assuming that the lodge averages raising at three candidates to master mason does two community activities, three special evening events and it meets twice a month what should the general membership education plan look like. Further, assuming that business meetings are normally less than 45 minutes due to the use of a consent agenda, what can you plan to do? What are the other constraints to planning? First does the lodge meet ten or twelve months a year is the first thing to consider. December will be completely consumed with first the election of officers and then installation of officers and the first special evening events. There are now only nine months to complete the goals. Assuming that high on that list goals is membership you will spend the second meeting each month doing degree work, so a very short business meeting only doing necessities and then do work. So the education program is actually going to be nine events.

29 | P a g e

r e v 2 0 1 8 0 8 0 9

To digress for a brief moment, study clubs are not part of the education program. These are informal meetings that focus on ritualistic rehearsal. Words are important, practice is what members do on their own and they come together to rehearse degrees or portions of ceremonial rituals in a study club. Normally, under the direction of the lodge Master or Senior Warden and the best ritualist in the lodge. The focus of a study club is the correct execution of ritual. It can lay the foundation of some great education secessions as the members learn the why we do what we do and how to do it. This will be discussed later.

What should be in those nine education secessions that a lodge can execute, when not doing degree work? January’s secession could be all about the master’s annual plan, what events is the lodge planning to do in the coming year, who is leading each of the key committees in the lodge and what each committee will do and finally what is the expense and income plan for the year, the budget. February is a great time to fulfill the portion of the Master’s charge and review some of the key provisions of the constitution and bylaws of the grand lodge. This might include discussion of why we read particular portions of the bylaws before the second section of the third degree. It is also a time to discuss individual lodge bylaws and if appropriate discuss possible updates to these bylaws. March could be a discussion of changes that are purposed to the Grand Lodge bylaws since the general context in the previous month. The following months can then focus on topics like local or state lodge history of the craft in general. How, other jurisdiction operate, difference in layout and operations.

There are a lot of great sources to develop plan. These include: •

•

•

• •

•

•

Grand Lodge of Kansas Members Resources on line. This site has slide shows from the Annual Education Conferences, Short Bulletins and other briefings that can be used to build lodge specific classes. http://www.kansasmason.org/membership‐center/downloads/ Masonic Services Association’s Short Talk Bulletin which are sent to each lodge without cost. http://www.msana.com/msalibrary.asp. Several of the most commonly used bulletins are available in the members section of the Grand Lodge web site.

Kansas Masonic Library. Both on line and physical materials. http://kansasmason.pastperfectonline.com/ and http://www.kansasmason.org/membership‐center/digital‐library/ The Kansas Lodge of Research, requires membership to access the website materials, but it also adds speakers and other assets that can be coordinated through the website.

The Supreme Council of the Scottish Rite has a Master Craftsmen program that provides some great detail in the early days of Freemasonry. https://scottishrite.org/members/masonic‐education/srmc/ A web page called Masons of Kansas has several Masonic education videos and downloadable .pdf versions of Masonic books, such as Mackey’s Encyclopedia of Freemasonry. http:///www.masonsofkansas.org/downloads.html A .pdf version of a book by Carl H. Claudy entitled “The Master” has a number of program ideas https://perfectunion10.org/wp‐content/uploads/2018/01/Claudy‐Carl‐H‐_‐The‐ Master%E2%80%99s‐Book‐pdf.pdf

30 | P a g e

r e v 2 0 1 8 0 8 0 9

The second common on‐going educational effort within the lodge is new member education. The focus for many new members is learning the catechism and, in many times, not much more.

There should be a lodge level education program for new members that is really a mentorship program. This is a one on one program that opens up masonry to its newest members beyond the ritual. First, each new member needs to learn how the lodge is organized and lead. This the opportunity to explain how things work in the lodge. Many new members have a lot of questions that can be answered during this education opportunity. How do you vote for lodge membership or its leadership? How do you get involved in lodge committees and other activities? What charities do masons support and what does the local lodge support? How do you become a lodge officer? What is the structure of masonry within the state? New member education is also the time to build that lasting bond that is so often mentioned by 50‐year members at their emblem presentation.

This is also an opportunity to share other masonic thoughts with the new member. Each mentor should have a couple of books that they share with the new member. This starts the idea that masonry is life‐long learning offered by the fraternity. The Grand Lodge provides a program for the mentor to follow, which is the baseline that should be provided to each mentor. At a minimum each member should also gain an understanding of the structure of masonry and its appendant bodies and the history of masonry in general and Kansas masonry in particular.

Everyone needs to know where we come from, what we believe in, and how we demonstrate it in the community. This part of the lodge education program is really individually running and managing by the mentor appointed by the master and the new mason. There are several good educational briefings on conducting a member mentoring program on the download site of the forms page on the Grand Lodge website.

The final piece of a model lodge education program, is the education plan for the officers of the lodge. Many of the members become officers in the lodge without a solid understanding all the different tasks they will be supervise when they assume the oriental chair. This is one of those places where the education program can help not only education but also lodge administration.

This is small group specific task focused education. While the candidate and new member level program is about spurring the individual to explore the potentials of the organization that he has joined and general membership program is about boarding that focus across the membership and bringing in divergent views on those basic ideas, this final process is about preparing the leaders of the organization to harness the excitement these others parts bring to the process.

First this part of the educational process is focused to those who will be leading the process. The very nature and structure of the lodge leads to this being a relatively small group and similar to the Grand Lodge Council of Administration. Since it has a specific annual repeating educational goal it is in many ways similar to the process used for mentoring a new member, because it is in its basic design introducing the participants into a new and distinct process, how to effectively and efficiently lead a lodge. Recommend that while all these subjects should also be part of in some format the greater member education they begin in a meeting called by the Master of his advancing line and the Treasurer and Secretary of the lodge.

31 | P a g e

r e v 2 0 1 8 0 8 0 9

The first meeting opens with the master welcoming everyone to the meeting, which he will facilitate, but not actually instruct. This is likely to happen in September and is where the Senior Warden would first formally introduce his Senior Deacon (assuming that is where the lodge starts its progressive line) and then spends time laying out his plan for the year, outlining the responsible member of the lodge for various activities. As part of this he will explain how he developed his plan. This process is being covered in other workshops so it will not be discussed in detail here. What is important that it is the how, as much as what, was developed that must be passed on. He then sets up the next meeting of the group which will discuss the budget and lodge finances. He will facilitate this but the lead instruction is given by the Treasurer as he with the help of the Secretary can discuss what expected income and expenses are and derive what funding is available for other programs. The next meeting will be the Senior Deacon talking about mentorship and what worked and did not work for the last year he also would be discussing the education program. Then the Junior Warden to discuss social activities lessons learned from his year. Then the Senior Warden, likely the incoming Master, who will discuss fund raising for the last year and ritualist work to include study club and Schools of Instruction. Each of these areas also has a member who was the committee chairman for the activity, but what is important in these discussions is learning how to supervise the activity more than conducting the activity. This is about eating the leadership of the lodge elephant one bite at a time. An opportunity to have a setting to prepare the person who is following you for the events in the life of the lodge.

The content for these classes is found in several of the other workshops at this and other schools and housed for review on the Grand Lodge Website. These officer’s education is the how to get that a permanent part of your lodges education program.

This program is an attempt to lay out “a way” not “the way” to provide a holistic approach to support self‐development across the spectrum of membership. Masonic education is more than just general membership education; just as mentorship is more than memorization. If a lodge is not doing degree work monthly it has more available time for general membership self‐ development opportunities. Officer education is a logical outcome of new member mentorship, just with a narrower focus on operations. A well planned and orchestrated business meeting allows time for development. Understanding the roots of the ritual leads to better presentation.

Each of these builds upon itself, and results in the lifelong Masonic learner.

32 | P a g e

r e v 2 0 1 8 0 8 0 9

FINANCE LODGE FINANCES One of the most important areas of lodge operations is the area of finance. Yet this is often one of the least considered by the lodge officers. Each year a budget should be prepared as a guideline for expenditures of the year. This will enable you to allocate your funds for the goals you have set for your year. Past years records and estimated income and expense will aid in setting the current year’s budget. Prudent financial management may assist you in transferring your lodge into the hands of those who shall come after you in as good or better condition than when you received it.

Lodge Budget A budget is a financial plan for a defined period of time, usually a year. It may also include planned revenues, resource quantities, costs and expenses, assets, liabilities and cash flows. Companies, governments, families and other organizations use it to express strategic plans of activities or events in measurable terms.

A budget is the sum of money allocated for a particular purpose and the summary of intended expenditures along with proposals for how to meet them. It may include a budget surplus, providing money for use at a future time, or a deficit in which expenses exceed income.

Purpose of a Lodge Budget So that you may understand the financial situation of the lodge and how that will affect your plans for the year.

So that you can plan for the windfalls, or shortfalls, that the lodge might have financially throughout the year and being prepared to adapt.

Planning a Lodge Budget Lodge budget planning should begin sometime during the term as Junior Warden and no later than the prior year to becoming the Master. Past lodge budget history is essential in building a new accurate budget.

Although a budget is estimating income and expenses, it should be an educated estimate.

Research the lodge’s most recent budgets and audit reports to be able to determine the financial health of the lodge, as well as, helping with the estimating process.

Recent lodge audits are primary resource in determining how the existing financial status of the lodge will affect your plans.

Communicate with Past Masters and Secretaries about budgeting issues that they may have incurred in past years.

33 | P a g e

r e v 2 0 1 8 0 8 0 9

Building a Lodge Budget Research and Estimate the lodge’s revenue for the year.

• • • •

Membership Dues Investments Fundraisers Donations

Research and Estimate the lodge expenses for the year • • • • • •

Operating Expenses Per‐Capita Tax Building Expense & Taxes Lodge Supplies Obligation Programs Comparing Revenue to Expenses

Comparing Revenue to Expenses • • •

Plans to balance the budget Revenue Increase needed Expense Cutting needed

34 | P a g e

r e v 2 0 1 8 0 8 0 9

35 | P a g e

r e v 2 0 1 8 0 8 0 9

36 | P a g e

r e v 2 0 1 8 0 8 0 9

37 | P a g e

r e v 2 0 1 8 0 8 0 9

Income Statement Once the Lodge has a Budget, it is imperative to prepare and Income Statement on either a Monthly, or Quarterly basis. This serves as a barometer of the Lodge’s Fiscal health, and it breaks down Revenue flows in against Expenditures out determining a gain or loss for a given period.

The Income Statement has three (3) parts: • • •

Revenues (Money coming in during the period of measurement) Expenditures (Money going out during the period of measurement) Net Income (the net result of Revenues against Expenditures for the given period of measurement)

Revenues Break down each in flow of Revenues by a category, such as Dues, Cash from Fund Raiser, etc.

Each different type of Revenue stream should have a category. The summation of each category’s cash inflow for a given measurement period represents the total Revenue the Lodge realized.

Expenditures Follows the same rules for categorizing Revenues, only this involves all cash outflows for the given measurement period. Examples of this would be rent, utilities, food, supplies, etc.

Net Income Net Income is the results of Revenues less Expenditures. If Revenues exceed Expenditures, the net resultant is a gain. Conversely, if Revenues are less than Expenditures, the bottom line will show a net loss.

Budget Vs Actual Analysis The Income Statement also allows for comparison between Budgeted amounts and actual amounts realized for the given measurement period. The net for each category (Budget less Actual) will result in a positive or negative number, which indicates whether that category was within or over Budget.

This data helps in making necessary adjustments to Budget items and show problem areas.

Fund Raising Consider Fund Raising Activities as a supplement to cash inflows. This can build a safety cushion in the Lodge Budget in the event of a deficit. Regardless of the type of Fund Raiser, these events follow the same basic planning structure.

However, the Lodge must not expend more money in executing the Fund Raiser than it takes in.

• • •

Determine what level of money the Lodge desires to raise. Be realistic in this goal.

Determine the logistics and resources required to execute the Fund Raiser. This includes integrating the cost factors. Costs cannot exceed the amount your desire to raise.

Build the profit margin based on cost analysis.

As a rule, the Lodge should plan Fund Raising events in advance of each year and build that into the anticipated Budget revenue stream.

38 | P a g e

r e v 2 0 1 8 0 8 0 9

Dues Generally, Dues should be of an amount sufficient to keep the lights on in the Lodge. However, many Lodges use the interest realized from investments to finance the operating fund. If this is the case, Dues can serve as another supplemental revenue stream.

Also realize, that out of the Dues comes a portion for the Per Capita Tax. For example, if the Lodge Dues are $100.00/ Member, and the Per Capita Tax is $24.00/Member, then the Lodge keeps $76.00 and remits $24.00 to Grand Lodge.

Conclusion The next two (2) pages provide examples of a Lodge Income Statement, and an analysis of Budget Vs Actual Income Statement. A complete understanding of the Lodge’s Financial Activity provides the Leadership with the tools to assess the financial health and make necessary changes to avert disaster.

The Leadership is fiscally responsible to the Craft and should be able to explain the Lodge’s fiscal position at any time, along with short and long term fiscal goals.

39 | P a g e

r e v 2 0 1 8 0 8 0 9

40 | P a g e

r e v 2 0 1 8 0 8 0 9

41 | P a g e

r e v 2 0 1 8 0 8 0 9

42 | P a g e

r e v 2 0 1 8 0 8 0 9

RITUAL One of the things that really separates us from other organizations is our Ritual. It is how we create Masons. And if we do not do our job well and proficiently, we may not keep our new Brothers. Grand Lodge Law states that there is to be no open cipher used by anyone participating in the degree work. A prompter may have an open cipher to assist, but the people on the floor, doing the work, should have their parts memorized. To facilitate this, Schools of Instruction are held to help each Lodge better itself, and Study Clubs and Practices are strongly encouraged to improve your work.

We also have the Proficiency Program to reward those who take the time and effort to memorize our beautiful Ritual. The Awards are as follows: "B" or Ritualist Card ‐‐ The Work Lectures of the Three Degrees (Questions and Answers).

"A:" or Ritualist First Class ‐‐ Opening, Closing, Calling on and off, and conferral of the First Section of all three Degrees "Masters" or Senor Ritualist Card ‐‐ The Charges of all Three Degrees, the Second Section of the Lecture of the 2nd Degree (Stair Lecture), and the 2nd Section of the Third Degree "Unlimited" or Master Ritualist Card ‐‐ The Second and Third Section of the Lectures of the First and Third Degrees After taking and passing and examination in each of these areas, the Grand Lodge has a jewel and card to be awarded to the recipient.

Also, on the next couple of pages are samples of the Trestle board for each Degree. This is one way to prevent missing something!

43 | P a g e

r e v 2 0 1 8 0 8 0 9

44 | P a g e

r e v 2 0 1 8 0 8 0 9

45 | P a g e

r e v 2 0 1 8 0 8 0 9

46 | P a g e

r e v 2 0 1 8 0 8 0 9

THE TRICE‐ROBISON AWARD

WHAT IS TRICE – ROBISON? In 1948 and 49, years that saw a massive regrowth in our institution, Most Worshipful E. Glenn Robison, sought to ensure that our sacred ritual was well protected for many reasons. The first was that only a handful of aging brothers were recognized within the Grand Lodge as being experts in the ritual, qualified to deem a brother a “Lecturer” other than by the Grand Master’s Decree. The second was that with the end of the War, Kansas Masonry was booming. With this solid increase in numbers came again the fear of the ritual being put by the wayside in deference to gaining people. Robison’s counter to that was to establish the Ritual Committee and named MW Bro Trice (his Masonic father) as the first chair of this committee. The Committee was charged with ensuring the absolute best practices when teaching our ritual through the Lecturers and managing the Lecture program and Individual Proficiency Recognition. While we can find nothing so far that indicates when the award was named, we did find one of the first times this award was given to Lodges in 1976 at the Awards Luncheon during the Annual Communication.

A part of our Strategic Plan 47 | P a g e

r e v 2 0 1 8 0 8 0 9

With the Refreshed portion of our Strategic Plan well under way, your Grand Lodge is outwardly focusing on 3 main goals: • • •

Excellence in Communications Excellence in Education Excellence in the Esoteric Work.

In reviving this award, the Grand Lodge is looking to recognize and promote those Lodges that achieve excellence in Education and the Esoteric Work. In past years, this award was given to Lodges whose members made achievement in proficiency only. We have now adapted this to include more than that and successful achievement will require a team effort by all members of a lodge.

How is it earned?

Since we have so many lodges of varying sizes, it has been determined that the best way to note achievement is to scale this award by the following census scale: • • •

Lodges with a membership greater than 100 would be required to earn 30 points Lodges with a membership greater than 65 would be required to earn 25 points Lodges with a membership less than 65 would be requires to earn 20 points

Points will be awarded using the following scale: • • • •

Ritualist (B Card) 1 point per new award to a member Ritualist (A Card) 2 points per new award to a member Senior Ritualist (M Card) 4 Points per new award to a member Master Ritualist (U Card) 8 Points per new award to a member

• • •

Member Attendance at District School of Instruction 1 Point per member Perfect Attendance at the District School 5 Points District or Area Deputy attests that the Lodge is Proficient. Mandatory Item.

Also:

What Next?

While completion of these goals will not be easy, reporting it is. Simply track your progress throughout the year and submit your application via the online form by December 31st .

48 | P a g e

r e v 2 0 1 8 0 8 0 9

LAW MEMORANDUMS Every Lodge should have a copy of the Laws of Masonry available at every meeting, just in case a question comes up. It is always nice, if the Master has read through the Laws, and knows them generally, and can make use of the Index. A current copy may be downloaded from http://KansasMason.org. It is located in the Members Area (log in required), in the “downloads” section.

As Master of a Lodge in Kansas, there are several bylaws that you are to follow. Below is a short synopsis of the ones that most usually come up.

ANNUAL MEETING: Is required for theelection of officers and action on delinquents shall be held at the first Stated Communication in December. (C‐IX 3)

ANNUAL REPORT: The report and per capita tax must be filed on or before date set by Grand Secretary. At this writing, that date is set as January 31.

(C‐9,2‐301)

BALLOT AND BALLOTING: Unanimous ballot required for all petitions including restoration. (4‐128) A second ballot is taken when a single cube appears. (4‐128) Dual and Plural memberships are handled in the same manner as petitions for membership. A unanimous ballot is required. (4‐401) Waiver of jurisdiction – A lodge may waive or request conferral of the Degrees on elected petitioners in case of removal. (4‐114 and 4‐115) Petitions can be received at a Special or Stated Communication. Committee reports and balloting can only be done at a Stated Communication.

BYLAWS OF THE LODGE: Bylaws may be adopted or changed by the Lodge, but cannot be in conflict with Grand Lodge laws. (C‐IX 6)

CHARITY: Must be authorized before it is extended. (3‐606)

CLASSES: Up to three Candidates may receive the work at the same time. Also there is no waiting period between degrees. All candidates are, however, expected to meet prescribed proficiency requirements. For one‐day conferrals authorized by special dispensation, proficiency requirements are waived. (4‐212)

49 | P a g e

r e v 2 0 1 8 0 8 0 9

COMMUNICATIONS: Stated Communications are to be held as provided in the lodge bylaws. Special Communications may be called by the Master at will. (3‐404)

CORRESPONDENCE: With lodges outside of Kansas must be through the Grand Secretary. (3‐613)

DEGREES: Conferral may begin with the election of the petitioner. There is no waiting period required between degrees. (4‐202 that required two weeks between degrees was repealed in 1996)

DIMITS: A member in good standing may request a dimit (withdrawal of membership), and a certificate of dimission is valid for life. (4‐404, 4‐405 and 4‐406)

DUES: Are payable in advance. Thirty days prior notice of current years dues is necessary in order to suspend at Annual Communication. (4‐308) It is good policy to send notice of dues along with notice of the annual meeting. If dues are unpaid by January 1, solicit payment early in the year.

The lodge may raise or lower its dues or authorize an assessment. (4‐305) Dues for a part of the year should be pro‐rated on a monthly basis, but in no instance should it be less than the per capita tax due the Grand Lodge. (4‐310)

FEES: The amount of the fees for the Degrees may be fixed by the lodge, but cannot be less than $50.00 and a raising fee of $5.00 (4‐301, 4‐302). The manner of payment should be included in the lodge bylaws and explained to the petitioner by the Investigating Committee.

FINANCING LODGE BUILDINGS: The acquisition, sale, or remodeling of a lodge hall must first have the approval of the Grand Master. (3‐502)

INVESTIGATION: The committee investigating a petitioner should be prompt and thorough. The full committee must report. However, the report can be made in lodge by one member, if authorized by the others to do so. A change in the committee extends the time of the report for two weeks. (4‐119)

50 | P a g e

r e v 2 0 1 8 0 8 0 9

LAW AND PROCEEDINGS: Changes and proposed amendments are to be read in lodge annually. (3‐612)

OPENING LODGES: A lodge can be opened only if the Master or one of the Wardens are present, except as authorized by 3‐411.

REMISSION: Dues may be remitted for inability to pay, or other cause, by a two‐thirds vote of members present at any Stated Communication. (4‐307)

RITUAL PROFICIENC: is required of the Master and Wardens. (3‐306, 3‐307)

SPECIAL DISPENSATIONS: May be issued by the Grand Master for moving a charter or conducting business at an irregular time. In making application, give full particulars, including names and dates. (3‐503)

SUSPENSIONS: Suspension for non‐payment of dues must be done at the Annual Communication to become effective December 31 of the current year. (4‐308, 4‐308a)

TRANSFERS: Transfer of membership from one lodge to another whether in state or out of the state is accompanied by a Certificate of Transfer. (4‐407)

TRIALS: Charges and specifications for a Masonic offense should be handled under the Trial Code.

(Chapter 5, Bylaws)

VACANCIES: An elective office may be filled by Special Dispensation only, except in case of death, suspension, or expulsion. (3‐314)

SPECIAL COMMUNICATIONS: May be called at the will of the Master. (3‐404). Sunday Communications may be called. The bylaw prohibiting Sunday Ceremonies (3‐416) was repealed in 2014.

51 | P a g e

r e v 2 0 1 8 0 8 0 9

52 | P a g e

r e v 2 0 1 8 0 8 0 9

STATED MEETINGS The ritual provides you with explicit duties in opening and closing ceremonies, as well as in degree work and in conducting the rites. Prepare yourself to perform those duties in a dignified and impressive manner.

The Annual Meeting is conducted at first Stated Communication in December.

Balloting on petitions can only be done at a Stated Communication. There are three ways for the brethren to vote. The raised hand is the general way to express the member’s affirmation or negative decision on the Master’s Call. It is used in receiving petitions and ordinary motion in the transaction of business.

A written ballot should be used for the election of officers and where it is desirable to permit the brethren to vote without embarrassment.

Balls and cubes are used to vote on petitions. One cube rejects all petitions.

Balloting is first conducted among the officers, then with the membership, commencing in the southeast corner and moving around the room to completion in the northeast corner of the lodge.

The brethren may not enter or retire during balloting.

If there be a single cube on the first ballot of a petitioner, the Master shall destroy the ballot and order that it be taken again.

BEHAVIOR The brethren should not hold private conversation during the meeting, but should pay attention and assist in transaction of business. The use of violent, profane or vulgar language by a brother would justify the Master in closing the door against the offender.

Brotherly love should prevail among all. Nothing should be said or done that may promote private piques and quarrels, or disturb the harmony of the lodge.

53 | P a g e

r e v 2 0 1 8 0 8 0 9

ORDER OF BUSINESS Opening Ceremony (ritual).

Flag Salute Welcome and introduction of visitors Reading of minutes Presentation of petitions Investigating Committee reports Balloting on Petitions Bills and Communications Unfinished business New business Sickness and distress report Conferral of degrees or Masonic program Closing Ritual, including use of Chaplain The order of business is to serve as a general guideline for all meetings. The order of business is not an agenda but a general order of the meeting. The Worshipful Master should prepare an agenda for each meeting which will remind him of each item that should be brought to the attention of the meeting. This should be prepared with the Secretary so that he and the Master will be in complete communication throughout the meeting. A “Consent Agenda” can be very useful for making time for programs and Masonic Education events. More information can be found on the consent agenda at http://kansas mason.org in the member area “downloads” page.

54 | P a g e

r e v 2 0 1 8 0 8 0 9

PLANNED PROGRAMS PAY Usually a meeting is a success because of the detailed planning that has gone into it beforehand.

One of the basic purposes of Freemasonry is to promote knowledge as well as growth of the man, and the Master is himself responsible for the accomplishment of this goal since it is his especial duty to set the Craft to work. There are several important reasons why planned programs pay: • •

• • • •

Lodge funds, which are frequently limited, can be spent judiciously.

Membership activities can be balanced so that the various cross sections will fill a specific interest. This is a very important consideration in building attendance. If the brethren feel their respective interests have been given adequate consideration, they will be boosters for the entire schedule.

Each committee will have ample time to plan details, arrange for speakers, and do the many things necessary for a successful season.

Members can have time to plan their affairs so that they can attend. No lodge can expect its members to set aside other matters for last minute special nights.

Local talent can be fully utilized. Setting the Craft to work includes coordinating the talents of the largest number of brethren possible.

The Master can have peace of mind, knowing that he has charted a course for the lodge wisely. He will have fulfilled the responsibilities of leadership, leaving nothing to the confusion of last minute snap judgments.

Some general rules to remember: • • • •

Don’t waste a meeting. A meeting worth having is worth doing well.

Start on time and close on time. Make out a timetable so you can check progress. Closing late is as much a mistake as opening late.

When your annual program is arranged, have card copies of the dates and types of meetings sent to all your members. Exact details need not be printed, but can be developed later.

What is good enough for your lodge is good enough for your neighbors. Be certain that several nearby lodges have copies of your program, and make them welcome to all activities.

IDEAS FOR MASONIC PROGRAMS A MASONIC EXPERIENCE MEETING In any Lodge some brethren have had some pleasant, different, unusual experience of Masonry. One has had to borrow money in strange city, and did it through Masonic connection.

Another has discovered a Masonic impostor. A third has made a pleasant friend in another city through mutual Masonry. A fourth has found interest in the manners, customs and usages of Masonry in a sister Grand Jurisdiction. Another has seen a funeral service in another Jurisdiction, quite different from his own. Get a committee to ascertain the names of half a dozen such brethren, and persuade them to give their experiences. Advertise it in the Lodge circular and see the increase in attendance.

55 | P a g e

r e v 2 0 1 8 0 8 0 9

A LODGE DEBATE Choose some interesting Masonic subject, on which opinion is divided, appoint two teams of debaters, of two brethren each, and stage a contest to run not over forty minutes. A is given eight minutes for the affirmative, B eight minutes for the negative, followed by C with eight minutes for rebuttal and D, eight minutes for rebuttal. Each is then allowed two minutes to close. The decision is to rest on the vote of the Lodge. A few suggested topics are: "Resolved, that Masonry would be more effective if all Lodges were limited in size"; "Resolved, that perpetual jurisdiction over rejected candidates is unjust"; "Resolved, that a Master's powers should be limitable by a Lodge," etc. It should be explained that these subjects are debated purely for the information such discussion may bring out, with no thought of attempting by Lodge action to alter existing law or practice. A Lodge debate may be humorous in character: "Resolved that business should not interfere with golf"; "Resolved, that the Worshipful Master should pay the Lodge a salary for his privilege"; etc. If debaters are ready speakers, such simple entertainment can be made very effective and interesting.

PAST MASTERS NIGHT Fill the chairs with the Past Masters, in order of seniority, for the conferring of a degree. If no candidate is available, and there is no local regulation against the practice, use a dummy candidate from among the members, or have the degree conferred on the oldest Past Master.

Officers who have borne the heat and burden of the day are usually proud of the opportunity again to get into harness, and the membership is usually interested in the performance.

"TELL US WHAT YOU THINK" Have ten brethren, each with an idea, give four‐minute talks on what the Lodge needs This does not mean a new hall, or new equipment, or more money, but what it requires to be better, more alive, more interesting. Such a discussion will bring out many ideas. Throw the meeting open to the membership as soon as the arranged speakers have finished; often the unprepared speech will be the most illuminating of the evening.

56 | P a g e

r e v 2 0 1 8 0 8 0 9

THE QUESTION BOX Put a small box with a slot in it in the Lodge, and invite the brethren to submit questions regarding anything Masonic; assure them that as many of the questions as possible will be answered the next meeting. See that half a dozen brethren, instructed in advance, drop questions in the box.

As the Master will probably get a number for which he has not arranged, he can have prepared half a dozen answers to the questions he has inspired and these answers delivered to the Lodge in five‐minute addresses. Questions and answers both, of course, can be obtained from books.

Some questions interesting to most Masons are: How old is Masonry, and how do we know its age?

What are the ten most Masonic verses in the Bible, not including those quotations from the Great Light used in the ritual?

Who was William Morgan and what happened in the Morgan affair?

In wearing a Masonic ring, should the points of the compass point towards the wearer or towards his fingertips, and why?

What is the origin of the Masonic use of the word "profane," meaning one not a member, and why is he so called?

England permits dual membership. What American Grand Jurisdictions permit it and what are some of the arguments for and against it?

What and where is the oldest Lodge in the world, in the United States, in this State?

THE SONGS OF MASONRY Good Masonic poetry is scarce. But there is enough to furnish a pleasant and interesting hour of instruction and entertainment. Pick out half a dozen of the best known Masonic poems, and half a dozen brethren who will memorize them, and prepare a little talk upon them. Let each brother recite the poem of his choice, and then comment upon its significance. Good poems for an evening of this kind are Kipling's "The Palace" and "Mother Lodge," Burns’ "Masonic Farewell," Goethe's "Mason Lodge," Leigh Hunt's "Abou Ben Adhem," Carruth's "Each in His Own Tongue," Burns’ "On the Apron," Meredith's "Ebony Staff of Solomon," Bowman's "Voice of America," Malloch's "Father's Lodge" and Nesbit's "I Sat in Lodge with You." RITUAL A little "stunt" which always holds the attention of the members is having some part of the Masonic ritual – it may be the charge to a candidate in one of the degrees, a section from the Middle Chamber lecture, or perhaps the prayer from the third degree – committed to memory by half a dozen brethren. These brethren then deliver the same work to show how different the appeal may be, as done in different ways. The parts selected should be short. If the brethren are willing to sacrifice themselves for the good of the evening, a prize may be put up for the most effective rendition, the decision, of course, to rest with the Lodge. The vote on the best rendition should be by paper ballot. But do not do this unless the brethren have been previously consulted and are willing to enter into the spirit of the little contest.

57 | P a g e

r e v 2 0 1 8 0 8 0 9

EDUCATION It adds to the interest and, therefore, to the attendance, if the Master always has something to tell his Lodge. "Give them good and wholesome instruction" means what it says. A five minute talk by the Master upon some matter of interest to Masons generally will prove an interesting feature. The Master must be careful not to "talk the interest to death." Nor should he ever be witty at the expense of his members unless it is that kindly wit which compliments at the same time it brings a smile. It means work for the Master to get up some twenty little addresses during his year, but Masters expect to work – or else they are much surprised brethren when they get in the East!

Source material for such talks is the copy of the Proceedings of Grand Lodge, which contains much of interest to all members. A clever Master will have no difficulty in finding in this volume enough topics for many five‐minute talks.

DISSECTING A DEGREE Especially recommended for Lodges which have little work to do is the dissection and explanation of the first section of any degree. A dummy candidate is initiated, and the ceremony interrupted at each stage by some brother who offers a little explanation of the symbolism of the part of the degree under discussion; entry, circumambulation, rite of destitution, the antiquity of the apron, origin of the Lesser Lights, etc. Such dissection and exposition require some little study by those who take part, but giving each brother who offers an interruption only one subject minimizes the work of preparation and increases the variety by having many take part.

Inquiry should first be made of the District Deputy, or the Grand Master; in some Jurisdictions the practice of using a dummy candidate has been frowned upon, as derogatory to the dignity of our ceremonies. When it is explained that the purpose of the idea is educational, however, it is probable that no difficulty will be experienced in obtaining enthusiastic cooperation from those in authority.

"YOU MUST – YOU MUST NOT!" The average Lodge member knows little about Masonic law. The very term "Jurisprudence" seems repellent. Yet Masonic law is intensely interesting, and may be made to appear so to the Lodge by any brother who will devote a little time and attention to developing a talk on those parts of our legal system which most intimately touch the brethren. Masonic law is vastly different from civil law; most Masonic law is a matter of "thou shalt" rather than "thou shalt not."

A few salient points chosen for their interest to the average Mason, and explained, first as to their origin, and second as to their use or necessity, will interest any Lodge. It is not an arduous task for a clever brother to arrange such a talk; he may use any good book on Jurisprudence as a foundation, Mackey or Pound for choice, as both are complete and concise.

58 | P a g e

r e v 2 0 1 8 0 8 0 9

CONTESTS The more brethren take part in an educational meeting, the greater the enjoyment. No scheme for an educational meeting yet developed exceeds the Lodge contest in this respect, since it gives everyone an opportunity to participate. The educational contest is conducted by a Master of Ceremonies asking a series of questions, carefully prepared in advance, the correct answers to which can be given in one or two words, a date, a name. Supplied with paper and pencils, the brethren write and number their answers to the questions, as they are asked. Then they exchange papers, the correct answers are read, and the brethren mark the replies "right" or "wrong" according to the facts. The winners, of course, are those who have the greatest number, next greatest number and third greatest number answered correctly. Interest in such a contest is increased by offering prizes. These may be very inexpensive; a good Masonic book, a subscription to a Masonic magazine, a Masonic lapel pin are all appreciated. The questions should not be complex; answers should be facts, not opinions. For instance "In what Lodge was George Washington raised?" "Who is Grand Master in this State?" "How old is this Lodge?" "How many Lodges in our Grand Lodge?" are all questions needing but a word or two to answer with facts.

Such questions as "Do you think Masonry is a religion?" should not be included, since any answer must be an opinion, not a fact. Questions like "Explain the part Freemasonry played in the Revolution" should not be asked, as they require lengthy replies. In giving out the correct answers, a clever Master of Ceremonies will offer some "good and wholesome instruction" of Masonic value; for instance, if the question be "How many landmarks are recognized in this Jurisdiction?" and the correct answer is "Twenty five," the Master of Ceremonies may explain that some Jurisdictions have less, others more; that many Jurisdictions have adopted Mackey's list, while others have condensed Mackey's twenty‐five into a less number, which nevertheless contains all of Mackey's points, and so on.

59 | P a g e

r e v 2 0 1 8 0 8 0 9

COURTESY TO INVITED SPEAKERS When a speaker is expected at your Lodge he should be given specific directions for reaching your meeting place; and it should be the assigned duty of some brother (appointed by the Master if he is unable to attend to it) to meet the guest on his arrival. Courtesy to invited speakers is long remembered and poor manners to them are seldom forgotten. DON’T let your speaker arrive at the Lodge Room (or banquet hall) and wait vainly for some sign of recognition, then have to introduce himself and inquire for the Master. The brother who meets him should “stick by him.”

Moreover, it may serve you well to remember that he is, as a rule, giving freely of his time, talents, and energy, to fill the appointment, and should be shown every thoughtful courtesy that can be extended to him. Don’t make him sit through a long‐drawn period of entertainment before giving him the opportunity of contributing that for which you invited him. If he is to speak after a stated meeting eliminate all unnecessary matters from the business meeting. He should be properly introduced when he is presented, not only his name, but where he is from, his connection with Masonry, and perhaps the circumstances of his being invited to speak. If his journey involves payment of his expenses by the Lodge, his check should be ready for him before he leaves. He should not be embarrassed by having to ask for it.

If his address has been the principal event of the evening, his talk should close the program. No anti‐climax of “a few remarks” should be given by any brother, except possibly the Grand Master if he be present.

Remember the THANK YOU. A prompt note after the event to the speaker and outstanding helpers is always appreciated. A letter to a speaker’s boss with carbon copy to the speaker makes more points. If no fee is asked, don’t overlook some small token gift.

Remember – keep the speaker informed as to: • • • • •

DATE TIME PLACE KIND OF EVENT CHANGES

60 | P a g e

r e v 2 0 1 8 0 8 0 9

__________________________Lodge # _________________________ PROGRAM PLAN FOR YEAR _______________________________ DECEMBER

JANUARY

Annual meeting

Installation

Stated

Stated or Special

Stated or Special FEBRUARY

MARCH

Stated

Stated

Stated or Special

Stated or Special APRIL

MAY

Stated

Stated

Stated or Special

Stated or Special JUNE

JULY

Stated

Stated

Stated or Special

Stated or Special AUGUST

SEPTEMBER

Stated

Stated

Stated or Special

Stated or Special OCTOBER

NOVEMBER

Stated

Stated

Stated or Special

Stated or Special Senior Warden should develop the year’s program before being installed as Master.

61 | P a g e

r e v 2 0 1 8 0 8 0 9

62 | P a g e

r e v 2 0 1 8 0 8 0 9

RESOURCES Your year as Master of your Lodge will be challenging, but should also be enjoyable. Many of your brothers have been in your position and are able to help you work through the challenges and make the most of your time in the East. There are also many other resources, including books, tapes, and websites.

As Master “your powers are nigh unto absolute.” Fortunately, that power usually exists only to the degree of support given to you by the officers in your Lodge. They are your first line of support. Talk to them regularly. More importantly, listen to them regularly! Your next line is your Past Masters. They can help you with historical perspectives and how programs or ideas worked in the past. Take care to balance their advice with the needs of the current membership and activities of the Lodge. Other members of the Lodge can also help with developing ideas and programs.

From outside the Lodge, your first line of assistance is your District Deputy. He is a Past Master, and is familiar with other Lodges in your area and can provide information about their successful programs. The District Deputy is the person with whom you should consult when you need help that no one in your Lodge can provide. He can help you with programs, ritual, information, etc.

Other resource people include the Grand Lodge Office and your Area Deputy Grand Master.

Clearly, preparing for your year as Master takes time. A benefit of being an officer in various stations is that those offices give you time to learn and prepare. The study of books and materials is time consuming, but learning is a major reason that a man becomes a Freemason. What you learn as a Lodge officer will help you later on in life.

Event Information Form Lodge events in which you would like to have Grand Lodge participation.

To properly plan for Grand Lodge participation in your event, the Grand Master requires that you provide the information requested on the “Event Information Form”. There are two reasons for this requirement. The first is so that the Grand Master has enough information to plan for your event, and the second is so that he has the appropriate information to communicate to his party.

Please note that the Grand Master makes every effort to attend as many events as possible; however, there is no guarantee that he will be able to attend specific events. Instead of the Grand Master being able to attend, there are occasions that he will need to designate an official representative for an event. This form is available on the kansasmason.org web page in the “Members” tab, “Downloads” section.

63 | P a g e

r e v 2 0 1 8 0 8 0 9

SUGGESTED RESOURCES FOR LEADERSHIP Masonic Lifeline: Leadership by Allen E. Roberts This is a short, to the point book about the meaning of leadership within the Masonic Lodge and structure.

Key to Freemasonry’s Growth by Allen E. Roberts Another short and to the point book on various aspects of membership, retention and increases of membership.

In Search of Leadership by Allen E. Roberts Macoy’s Worshipful Master’s Assistant by Allen E. Roberts This book provides a rounded perspective of all aspects of running a Lodge, including program ideas, jurisprudence, ceremonies, ritual, etc.

Freemasonry At The Top by Beaumont This book in particular is a very short, easily read book that provides great program ideas as well as specific information on when you should start planning for your year in the East.

Seven Habits of Highly Effective People First Things First Principled Centered Leadership by Stephen Covey While these three books are not Masonic, they provide terrific insight on the meaning of leadership, how to lead people, how to be effective in your actions and activities.

KANSAS RESOURCES 1) The Grand Lodge of Kansas website http://www.kansasmason.org/ 2) The Extended Cipher (Available from http://www.macoy.com/EXTENDED‐CIPHER‐ LARGE‐PRINT‐VERSON‐P7713.aspx) 3) The Manual of Floor Movements (Downloadable http://KansasMason.org) 4) The Floor Rules and Instructions (Downloadable http://KansasMason.org) 5) The Laws of Masonry, Kansas (Downloadable http://KansasMason.org) 6) List of Lodges Masonic (Available from http://www.macoy.com/List‐of‐Masonic‐Lodges‐ 2016‐P9935.aspx)

64 | P a g e

r e v 2 0 1 8 0 8 0 9

KANSAS MASONIC FOUNDATION PROGRAMS: Kansas Masonic Lodge Matching Funds Program: https://kansasmasonic.foundation/program/kansas‐masonic‐lodge‐matching‐funds/ Kansas Masonic Scholarships: https://kansasmasonic.foundation/program/kansas‐masonic‐foundation‐scholarships/ Kansas Freemasons Endowment – Fulfilling Our Obligation: https://kansasmasonic.foundation/program/freemasons‐endowment‐fulfilling‐our‐obligation/ Kansas Masonic Entrepreneur Challenge: https://kansasmasonic.foundation/program/kansas‐masonic‐entrepreneurship‐challenge/ Kansas Mason Pride Communities of Excellence Partnership Kansas State University: https://kansasmasonic.foundation/program/kansas‐mason‐pride‐communities‐of‐excellence/ Kansas Masonic Military Affairs Partnership Kansas State University: https://kansasmasonic.foundation/program/military‐afairs‐partnership‐kansas‐state‐ university/ Kansas Masonic Cancer Alliance Partnership & Outreach Clinics The University of Kansas: https://kansasmasonic.foundation/program/kansas‐masonic‐foundation‐outreach‐clinics/

65 | P a g e

r e v 2 0 1 8 0 8 0 9

66 | P a g e

r e v 2 0 1 8 0 8 0 9

67 | P a g e

r e v 2 0 1 8 0 8 0 9