LCMP_Lodge_Administration

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INTRODUCTION:

Why you’re taking this course

Course outcomes

This course is intended to provide lodge officers, lodge trustees, and members with information that is necessary to ensure the administrative strength of a lodge.

In this course, we will cover lessons on how to:

• Gain a solid understanding of the administration of a lodge, from by-laws and balloting to required committees. • Identify the roles of the officers and committees who manage a lodge, and get step-by-step advice on how to succeed as a team.

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• Learn best practices for transparent management and member communications.

This course supports the strong lodges and halls priority of the current fraternity plan.

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LODGE MANAGEMENT CERTIFICATION PROGRAM

This course is approximately 90 minutes in length, and successful completion and certification in Lodge Administration is awarded when you complete a multiple choice exam for this course with a score of 70% or higher. To complete the test, use all resources available to you, including the California Masonic Code (CMC), the fraternity’s strategic plan, and other resourc es linked throughout this course.

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TABLE OF CONTENTS

CHAPTER 1: THE CALIFORNIA MASONIC CODE AND LODGE BYLAWS AND DISPENSATIONS California Masonic Code Part 8 of the CMC Amending the CMC Lodge ByLaws ByLaw Amendments Dispensations

CHAPTER 2: LODGE MEETINGS Stated Meetings Special Meetings Balloting and Voting Rules and Requirements of Meetings

CHAPTER 3: OFFICER ROLES AND RESPONSIBILITES Master

Senior Warden Junior Warden

Treasurer Secretary Putting Everyone Together

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CHAPTER 4: REQUIRED AND OTHER COMMITTEES Required Committees

- Charity Committee - Audit Committee - Membership Retention Committee

Other Committees

CHAPTER 5: THE EXECUTIVE COMMITTEE Orientation Meeting Monthly Meetings - Suggested Agenda

CHAPTER 6: REPORTING AND RECORD KEEPING Reports Due to the Lodge

- From the Treasurer - From the Secretary - From the Hall Association

CHAPTER 7: COMMUNICATION TOOLS Website Social Media Lodge App Trestleboard and Direct Mail Email

CHAPTER 8: RESOURCES FOR YOUR LEADERSHIP TEAM Training Guides

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CHAPTER 1

The California Masonic Code and Lodge Bylaws and Dispensations

California Masonic Code

The California Masonic Code (CMC) contains the constitution and ordinances of the Grand Lodge of California, including ordinances that govern the administration of a lodge. It is the product of the various resolutions adopted by the masters and wardens of our lodges at the Annual Communication of the Grand Lodge of California.

Part 8 of the CMC

Part 8 of the CMC includes all of the ordinances relative to the operation of lodge including: formation of new lodges, lodge bylaws and Charter, membership, officers, committees, meetings, visitation to other lodges, financial

matters and other operation. All masons should familiarize themselves with Part 8 of the CMC.

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Amending the CMC

The CMC may be amended by written resolution or by a Grand Master’s Recommendation. Written resolutions must bear the names and signatures of at least three members of grand lodge, each a member of a different lodge. The written resolution must be received by the grand secretary at least 180 days prior to the Annual Communication. Members of grand lodge include the grand lodge officers, past grand master, past grand officers, past masters of this jurisdiction, and the masters and wardens of each lodge, except Research Lodges and Historic Lodges. A resolution must receive a five-sixth majority affirmative vote to be adopted. If a resolution does not receive a five sixth majority affirmative vote, but it receives a simple majority, the resolution carries over to the next Annual Communication, at which time it requires a two-thirds affirmative vote for adoption.

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Each lodge is entitled to four votes at the Annual Communication, one each for the master and wardens and one collective vote of the past masters. A lodge may elect a representative to cast the votes for the master and wardens.

Lodge Bylaws

The CMC includes a uniform code of by-laws for all lodges. A lodge must follow its by-laws, which includes a regular time and place for its stated meeting, what to do in case of holidays, and its dues and fees. This uniformity is important to maintain consistency and simplicity in the fraternity. The lodge by-laws are adopted when the lodge is chartered, and is amended afterwards by a two-thirds majority of the lodge members.

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Bylaw Amendments

There are four bylaw elements that a lodge may change or amend:

• Lodge name • Stated meeting date and time • Dues • Fees • Meeting frequency

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There are five steps in the amendment process:

1. A resolution containing the amendment to the by-laws must be presented at a stated meeting; no vote is taken.

2. All members must be given notice that the resolution will be voted upon at the next stated meeting. The notice must include the text of the resolution. A sample resolution is available on the member center.

3. At the next stated meeting, a vote is taken. To be adopted, two- thirds of the members present must vote in favor of the amendment. Members are defined in the CMC as Master Masons in good standing. Good standing means that the member’s dues are current.

4. If the amendment is adopted, the secretary completes and signs the Certificate of Amendment, and sends it to the grand secretary.

5. The grand secretary and grand master review the amendment to ensure that it is in proper form, sign and return it to the lodge.

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• If approved, the lodge will be notified and a copy of the Certificate of Amendment will be placed in The Vault on freemason.org. • If there are questions, the grand secretary’s office will contact the lodge. Amendments are not final until signed by the grand master.

The amendment is not effective until it is signed by the grand master and returned to the lodge.

RESOURCES:

Amend Lodge Name

Amend Meeting Date and Time

Amend Dues

Amend Fees

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Dispensations

Only the Grand Master, or in some cases the Inspector as his representative, may grant a dispensation for a lodge to act in a way not otherwise permitted by the CMC. The powers to grant dispensations are limited to the following: • Form a new lodge • Ballot for conferring degrees without referring the applicant to an investigating committee • Receiving and acting upon the new application of a rejected applicants for the degrees within a shorter period than 12 months after rejection. • Authorizing stated and special meetings in a location in the event that the lodge meeting place becomes unsafe or unsuitable. • Wearing masonic clothing and regalia in public meetings or events. • Conferral of degrees in another jurisdiction or conferral of degrees in California by another jurisdiction A unanimous ballot of the lodge is required to request a dispensation to ballot without an investigation or receive and act sooner upon a rejected application.

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A majority vote of the lodge is required to request a dispensation to wear masonic clothing and regalia at a public meeting.

The Inspector may grant the following dispensations:

• Holding elections for officers at times other than the prescribed time. A dispensation is not required to fill a vacancy. • Changing the date or time of the stated meeting on such notice as the Grand Master or Inspector may require. • Receiving and acting upon an application for degrees by a man who belongs to or whose spouse belongs to a uniformed armed service of the US. • Wearing masonic clothing and regalia in public processions or parades. • Authorizing a lodge to hold a special meeting in a building other than the regular meeting place of the lodge or at a place in the open.

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A majority vote of the lodge is required to request a dispensation for theses purposes, except the Master may request the dispensation to hold a special meeting in a different building or at a place in the open. Forms to request these dispensations are available on the member center.

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CHAPTER 2

Lodge Meetings

Stated Meetings

There are two types of lodge meetings: stated and special. A stated meeting is the regular meeting of all masons of the lodge, the day and time of which is stated the bylaws. The

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lodge is opened on the Entered Apprentice degree to include all masons, but only Master Masons in good standing are able to vote or hold office. The master sets the agenda for each meeting, which helps keep a meeting on time and well run, by following the order of business outlined in the CMC: • Read minutes for the previous stated meeting and any special meetings that took place since the last stated meeting. • Hear reports by applicant investigating committees. • Ballot on applications that have been read and investigated. • Receive any new applications. • Recommended: Treasurer report on bank balances • Recommended: Coaches report to the lodge on the advancement of their candidates. • Hear miscellaneous and unfinished business, ex. reporting about lodge activities and voting whether to approve payment of bills. • Lodges can also confer degrees on a stated meeting night.

A best practice of many lodges is to encourage attendance at meetings, to ask brethren to send regrets if they are not

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able to attend, to read the regrets at the lodge, and to use the Membership Retention Committee to call brethren who regularly attend and who were not present at the meeting, to let them know they were missed and to make sure they are in good health.

RESOURCES

The Leader: Meeting on the Entered Apprentice degree

Phone script: Outreach to Masonic seniors

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Special Meetings

Special meetings are called for specific purposes by the master of the lodge, most commonly for conferring degrees or the annual installation of officers, but they can also be called for candidate examination, the election of a representative of the lodge at the Annual Communication (when the master and wardens are not able to attend), or to hold a funeral service for a departed brother.

RESOURCE: Funeral Service

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Balloting and Voting

Decision-making within the lodge is governed by the CMC. Most commonly, votes are taken by voice vote with the master saying something like “All those in favor, say ‘aye’, those opposed, ‘nay’.” A vote by raising hands or a written ballot are also acceptable. A written ballot can be requested by three or more members of the lodge. The ballot box is used when voting for applicants for degrees or affiliation. Black cubes are used to reject a candidate, while white balls are used to elect a candidate.

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In most matters, elections are decided by a majority rule; 50% of the members present, plus one, vote in favor of the proposal. There are two exceptions to this rule: a unanimous ballot is required to elect applicants for degrees or affiliation, and two thirds affirmative vote of members present is required to amend the by-laws. In both cases, the required vote for adoption should be announced in advance before the lodge may vote on them. In the case of a tie vote, the master may vote a second time, to decide the matter.

Rules and Requirements of Meetings

There are some important rules that govern lodge stated and special meetings.

• Meetings may not be held on Sunday, with two exceptions: 1) installation of officers, 2) funeral services. • A minimum of five or more members must be present in the room to open the lodge and conduct its business. • The charter must always be present in the room when a lodge is opened.

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• The U.S. flag must always be displayed in the lodge room. The flag does not always need to be presented and the flag salute is not always given, the flag must always be displayed. • There must never be smoking – of any kind – in a lodge room. This includes electronic cigarettes. • Once started, the business of the lodge must be concluded by midnight of the same day. Meetings may not be adjourned. This prohibits some lodges from conducting multiple days of meetings, and ensures lodges are opened and closed properly.

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CHAPTER 3

Officer Roles and Responsibilities

The officers of a lodge are: Master, Senior Warden, Junior Warden, Treasurer, Secretary, Chaplain, Senior Deacon, Junior Deacon, Marshal, Senior Steward, Junior Steward, and Tiler and other officers as the lodge may deem proper to appoint. Many lodges appoint an organist or musician and an assistant secretary. Other lodges will appoint an assistant treasurer, historian, or orator. All officers must be Master Masons in good standing of the lodge, except the tiler and organist, who may be Master Masons in good standing of another lodge. The master, wardens, treasurer, and secretary are elected annually at the November stated meeting. The other officers are appointed by the master.

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Master

The master is the lodge’s highest-ranking officer, similar to a president or chairman. He presides over business meetings, degree conferrals, and all lodge programs; appoints the officers and committees; and has final word over the actions of the lodge. Since this is a larger job than one man alone can perform well, he is expected to delegate many responsibilities to the officer line. A delegation best practice is using an executive committee in governing the lodge. The executive committee brings together the elected officers and others as needed to ensure the lodge is well governed. This helps prepare the master’s successor to

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take the office with the support of his fellow officers an ensure the lodge’s culture and values are well preserved. It is the duty of the master to ensure that the lodge functions to the best of its ability. This includes providing direction and mentoring to its officers, and in the rare occasion of an officer failing to qualify or neglecting his duties, the master shall remove him from office. He appoints the Audit and Member Retention Committees at the stated meeting immediately following his installation, and ensure they function well throughout the year. Each month the master attests to the minutes read by the secretary, as a permanent record of the lodge.

Finally, he provides for the installation of his successor as his final act in office.

If a lodge has sole membership in a Masonic hall association, the master is automatically a member of the board of directors and he must attend those meetings and vote on all matters before that board.

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The Master’s Decisions:

• May not be appealed to the lodge • A member may present an objection a master’s decision to the grand master

His vote:

• Counts as a regular vote in all matters • Counts as the final decision in case of a tie

RESOURCE:

Leader: Maximize Executive Committee meetings

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Senior Warden

Besides being the second-in-command, in many lodges the senior warden is responsible for the education of the candidates, and devotes significant time to planning the succeeding year when he might serve as master. In the absence of the master, the senior warden assumes the master’s duties.

• Candidate coaching is an important and rewarding aspect of lodge work. The senior warden should try to

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match candidates and coaches who have similar learning styles, interests, and schedules or appoint a head candidate coach to do that for him. He should check in with the coaches and candidates regularly, and report to the executive committee on their progress, so that degrees can be scheduled. In preparing to be master, the senior warden starts work with the treasurer and executive committee to plan a budget early – understanding a lodge’s finances will help best prepare a senior warden for the future. He should begin to approach members for committee roles and appointed officer positions. When appointing members, it is important to consider: • Assigning members not just to the “next roll up,” but to the areas of lodge life that are important to them, • How to re-engage those who have not been active in a while, and • Engaging those who are the future leaders of the lodge.

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If a lodge has sole membership in a Masonic hall association, the senior warden is automatically a member of the board of directors and he must attend those meetings and vote on all matters before that board.

RESOURCES:

The Leader: Enrich your coaching program

The Leader: Countdown to installation

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Junior Warden

The junior warden is responsible for the well-being of the brethren while the lodge is at ease, or refreshment, which means he’s often in charge of arranging social events and meals for the lodge, usually with the assistance of the stewards. He often leads Masonic education, also.

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In planning social events, prioritize activities that reflect the lodge’s unique identity, culture and traditions, and that encourage the type of member bonds that lead to lifelong fellowship. Sometimes a lodge will offer complimentary refreshments before meetings and degrees. In the Lodge Finance LMCP course there is information about a revolving fund set up for this purpose. The junior warden’s station is often in the progressive line of the lodge, so the junior warden should be preparing himself to be the master of the lodge. The preparation includes learning the work and lecturers of the three degrees, observing the traditions and customs of the lodge that are part of its regular program, and engaging thoroughly in the business of the lodge through the executive committee.

RESOURCES:

The Leader: True fellowship

The Leader: Masonic Education resource round-up

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Treasurer

The treasurer is responsible for keeping, accounting for, disbursing, and transferring all money, properties, and assets of the lodge except those entrusted to the trustees.

His ongoing duties include:

• Receiving money from the secretary • Paying bills once they’ve been signed by the master, countersigned by the secretary, and approved by the

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lodge (this information is captured either in lodge minutes or on an order sheet) • Keeping a set of books for all payments received and disbursements made (income and expenses) • Keeping a list of liabilities: money that must be paid out (bills) and debts • Keeping a list of assets, including all lodge property and paraphernalia, for insurance purposes In February, after books have been finalized for the previous calendar year and the new master's term has begun, the treasurer must deliver an annual report of lodge finances for the preceding year. In August, he must deliver a semi-annual report to the lodge on its financial holdings and how income and expenses compare to the year’s budget. Annually the treasurer files the Form 990 and 199 to the government by May 15. This task may also be performed by the Grand Lodge Financial Services, if the lodge is using Intacct and requested by the lodge.

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If your lodge pays the secretary, assistant secretary, organist or tiler, the treasurer reports payroll taxes quarterly as well.

The Lodge Finance LMCP goes into detail on all of these duties.

RESOURCES:

Intacct & Financial Services

The Leader: Monthly Checklist

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Secretary

The secretary is akin to a chief administrative officer, responsible for administrative matters and the day-to-day affairs of the lodge.

The secretary’s ongoing duties include:

• Recording and archiving meeting minutes

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• Consistently updating iMember with member information, including contact information, degree dates, affiliations and the dates of withdrawal, expulsion, suspension, death, and restorations • Keeping and archiving bylaws, tiler’s register, and a copy of the CMC • Keeping an account book for money paid to the lodge (however, the secretary does not keep a full set of financial books; that is the treasurer’s responsibility) • Reporting all transactions and turning over money received to the treasurer • Corresponding to members and new candidate petitions • Corresponding with other lodges and Grand Lodge • Notifying applicants of election or rejection • Sending out annual dues notices and receiving dues payments • Maintaining membership records • Helping the master organize meetings • Attending to miscellaneous duties, ex. keeping the lodge seal

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The secretary submits the semi-annual membership report to the lodge in August for the first half of the year, and the annual report in February for the entire previous year. (These reports include starting membership, gains and losses, counts of Entered Apprentice, Fellow Craft and Master Mason, suspensions for non-payment of dues, and dues remissions.)

RESOURCES:

Secretary Guide

The Leader: Monthly Checklist

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Putting Everyone Together

Running a lodge is important work – and more hands make it easier. Avoid conflicts by keeping officer’s jobs separate. The CMC does not permit a member to be more than one officer in a lodge, or to be the master, warden or secretary of more than one lodge. This is important because it prevents burn-out. It helps ensure that officers remain focused on large lodge goals, and prevents them from accidentally co-mingling lodge funds or archives. Decide whom, if anyone, for your lodge should be compensated. There are four lodge officers that may receive compensation: the secretary, assistant secretary, tiler and organist. If a lodge chooses to pay any or all of these officers, the lodge must vote to do so, and comply with all legal employment requirements. More details on these requirements are provided in the Lodge Finance LMCP course.

RESOURCE: Intacct for Payroll Services

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CHAPTER 4

Required and Other Committees

Required Committees

The CMC requires the following committees in every lodge, but a lodge may have any number of committees beyond these three. The required committees are the Charity, Audit, and Membership Retention committees.

1. Charity Committee This committee distributes relief to brethren in need, sometimes in the form of the remission of dues, and more rarely drawing any sum not exceeding $100 from the treasurer (greater amounts can be set by a standing resolution of the lodge). The committee consists of the master, and wardens.

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2. Audit Committee This committee annually reviews the books and records of the lodge, and can be comprised of by any three (or more) master masons, with the exception of the treasurer and secretary, whose work is being audited. It is a best practice to also exclude anyone who has had any interactions with the lodge finances or archives, such as the assistant secretary. The Lodge Audit Guide is available to assist the committee in its duties. 3. Membership Retention Committee This committee contacts brethren who have not paid their dues in the previous year, or who usually attend lodge and have been absent. It is comprised of three (or more) master masons who work closely with the Charity Committee, contacting brethren who are in need of relief to them. A personal phone call from a brother is more effective in retaining members than sending emails and letters to absent members or those whose dues are in arrears. Sample phone scripts are available on the member center. The member retention committee should use

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these and other resources to stay in contact with members who are disengaging with the lodge and encourage their continued participation.

RESOURCES:

Annual Lodge Audit Guide

Phone Script: Members With Unpaid Dues

Phone Script: Members With Remitted Dues

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Other Committees

A lodge may have any number of other committees to help provide for the lodge. Some of the most common committees are listed below. • Masonic Formation Committee – leads the Masonic Education for the lodge • Community Outreach Committee – reaches out to lodge’s community • Public Schools Committee – works to support public schools in the community • Sunshine Committee – recognizes important life events for members of the lodge • Outreach Committee – reaches out to absent brothers • Sweethearts Committee – reaches out to and supports widows of lodge members • Future Officers of the Lodge Committee – provides a forum for future officers to plan their year • Committee of Candidate Coaches – helps propel candidates’ coaching • Special Event Committees – manages special events

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CHAPTER 5

The Executive Committee

The Executive Committee consists of the lodge master, wardens, treasurer, and secretary. Other lodge officers, committee chairs, and members can join as needed. The Executive Committee makes decisions together, delegates action items, and keeps the group focused on big-picture goals. • Provides a stable and dependable lodge, with a well planned and well-published calendar of events so members can plan them into their schedules Maintains focus on creating a place where brothers build strong friendships, learn and improve, and have an impact A well-functioning Executive Committee:

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• Addresses issues, strategies, and other objectives from multiple perspectives to make better and more informed decisions • Prevents any one leader from shouldering the burden of all of the lodge work • Leads to better productivity and more effective, efficient, and successful lodge practices • Maintains consistency as new officers assume their roles

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Orientation Meeting

The first executive committee meeting of the year the “orientation meeting,” should be held in person. At this meeting, give special emphasis to strategic conversations, which are especially important early in the year. Discuss the vision of the lodge for the next 3-5 years, the lodge financial resources to accomplish those goals, and review the priorities and programs for the next year.

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Men join our fraternity for three reasons:

• Making true friends • Learning and improving themselves • Having an impact

How do these reasons impact the planning of your lodge’s future? Change is a constant in the world. As such, the Executive Committee should talk about what has changed in the past year, and what needs to evolve for the future. Use these conversations to plan out a thoughtful calendar of events that members can rely upon. The Member Experience LMCP course covers program planning in depth. Finally, decide when and where to hold monthly executive committee meetings. A good rule is to hold them a week or two before the stated meeting. While in- person meetings are best, a conference call is an acceptable option.

RESOURCES:

Strategic Conversations

Lodge Health Check

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Monthly Meetings

Set a regular, standing Executive Committee agenda to review, such as the one below. For each topic, include the start and end time, as well as designated speaker for the topic, to keep the meeting on schedule. Distribute the agenda (either printed or electronic) before the meeting starts, and ensure that each officer understands which reports he is giving.

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Following the meeting, the secretary, or another designated officer, should distribute the minutes within 48 hours, with a focus on actions and decisions taken. Keep the committee small enough to be effective, but large enough to get the work done. Include those who you need from time to time to report on special topics.

Suggested agenda:

• Review the last executive committee meeting’s minutes. • Set the agenda for the stated meeting. • Discuss strategic goals and track progress against the lodge’s three- and five-year plans. • Plan and monitor lodge programs. • Evaluate how the lodge is (or isn’t) supporting member priorities to make true friends, learn and improve themselves, and have an impact.

• Review budget and calendar. • Check candidate advancement. • Track member prospecting.

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• Hear other membership updates, including attendance at retreats and requests for support. • Schedule degrees and practices as needed. • Review lodge finances, including filings, concerns, solutions, and a look ahead. • Review committee and hall association reports. • Assess reporting deadlines and responsibilities, including forms for the IRS and Grand Lodge. • Discuss appropriate ways to delegate work to other members of the lodge and committees.

RESOURCES:

Tactical Conversations

The Leader: Monthly Checklist

The Leader: Maximize Executive Committee Meetings

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CHAPTER 6

Reporting and Record Keeping

Maintaining harmony is paramount in the lodge – and a key tool to do this is transparency through proper reporting and record keeping. Certain reports are required by the government and by the CMC.

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Reports due to the lodge

From the treasurer:

• Annual Report of the assets and liabilities and income and expense for the previous fiscal year at the February stated meeting • Semi-Annual Report of the assets and liabilities and income and expense for the first six months of the year at the August stated meeting • Annual Report of the income received from the brethren and of membership activity transactions for the previous fiscal year at the February stated meeting • Semi-Annual Report of the income received from the brethren and of membership activity transactions for the first six months of the year at the August stated meeting

From the secretary:

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From the hall association:

• Annual Report of the assets and liabilities and income and expense for the previous fiscal year at the February stated meeting

• Semi-Annual Report of the assets and liabilities and income and expense for the first six months of the year at the August stated meeting

Reports due to grand lodge:

• Annual Report of the lodge assets and liabilities and income and expense for the previous fiscal year by March 15. Lodges using Intacct do not have to submit this report.

It is also a legal requirement (in the form of annual reporting to the government in the 199, 990, etc.) for the lodge to maintain its non-profit status. In maintaining transparent reporting and communication, our members and leaders and their relationships are protected by minimizing issues of manipulation and control.

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Reporting to the lodge can come in many forms, such as a treasurer’s monthly income and expense report, the lodge minutes, the annual budget, annual and semi-annual reports of the treasurer and secretary, and others. Store these documents on the lodge’s Vault on freemason.org, which can be viewed by all members of your lodge automatically (members of other lodges do not have access to your lodge’s Vault).

RESOURCES:

A Look at My Lodge

The Vault

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CHAPTER 7

Communication Tools

Website

Your website is the digital front door for your lodge, so at minimum, it should be three things: inviting, informative, and current.

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Build member pride and reflect the lodge’s personality with engaging text and images. Use the lodge website to share public information about freemasonry, lodge culture, contact information, and upcoming public events.

Social Media

Social media is an essential component of how every organization communicates to and among members. Freemasonry is no different. Use lodge social media to enhance members’ bonds to the lodge with frequent, conversational posts and multimedia content (video, pictures), to interact with the public, promote upcoming public events, and share news and info about Freemasonry.

RESOURCES:

Social Media Basics: Guide

Social Media Basics: Content Tips

The Leader: Build your Facebook Community

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Lodge App

Use the Lodge App to encourage fellowship and bonding outside lodge with timely, member-only info, including conversations, photos, and links. View the lodge calendar and RSVP to events, get payment reminders, and access the lodge roster.

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Trestleboard and Direct Mail

Use the Trestleboard (print and email) to reach all members, including those without Internet, and those who are inactive or home-bound.

This is particularly good for sharing messages from lodge leadership, raising awareness about Masonic Assistance, promoting upcoming events and providing lodge contact information.

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Email

Email campaigns can spark member and prospect engagement, disseminate information, and reinforce leadership messages and goals. When doing so, here are some tips for getting your emails read: • Use clear, concise subject lines. • Emphasize call-to-action statements using buttons or bolded text. • Write short, scannable paragraphs. • Use email to complement (but not replace!) your in-person communications.

RESOURCES:

Lodge app

The Leader: Trestleboard Ideas

The Leader: Trestleboard Best Practice

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CHAPTER 8

Resources for your Leadership Team

Training

Training isn’t just for new officers: Long-time leaders look to it for tools and timesavers, and to reinvigorate their lodge with new ideas. Send officers for training together for a cohesive, effective team.

Take advantage of training to strengthen leaders individually and as a team.

• Lodge Management Certification Program (LMCP) • Master & Wardens Retreat • Secretary & Treasurer Retreat • Symposium • UCLA International Conference on Freemasonry

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Guides

Grand Lodge has a number of publications that can inspire and instruct your leaders in their day-to-day tasks. Below is a list of a few that are particularly useful for lodge administration. • The Leader • The Lodge Manual • Build a Vibrant Lodge • Annual Lodge Audit Guide • Guide for the Inspectors Annual Review of Books and Records • The 3, 5, 7 Plan for Lodge Leadership Succession

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Taking the Exam Congratulations! This concludes the instructional portion of the Lodge Administration course. You may now take the exam. When taking the exam, you may refer to any section of this book to aid you. To begin the exam, click on the link below or visit the LMCP page on freemason.org. Should you have any questions, be sure to reach out to Member Services at memberservices@freemason.org .

Test: Lodge Administration

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