South Coast Region 11

Districts 111, 112, 113, & 114

Enter, free and of good report

Action Plan 2000-2002

 

Mission Statement

Region 11 Promoting quality

Action Plan 2000-2002 for Districts within the South Coast Region 11

The following action plan is a result of intensive conciliation and discussion carried out over a two day period at the District Grand Inspector of Workings Convention held at the Masonic Centre Sydney in May 2000 between the DGIWs of Districts 111,112,113, and 114, and the Regional Grand Counsellor for the South Coast Region 11.

During the discussions it became clear that the best medium to implement any successful change is through the Master and Wardens of each lodge. This can be accomplished by persuading the main officers of the lodge, by suggesting Lodge and District action plans, and by having sensible and achievable targets.

A secondary and centralised medium was identified as a District Association. Some Districts already have such an association, (Districts 111 and 113) but it will need some rationalisation in District 112, as there are now several disjointed groups, as well as a new one to be formed in District 114.

As the Action Plan cannot be made in isolation, it was agreed that all relevant Brethren and/or a Lodge Committee must be involved for the Lodge to have ownership of their action plan.

The Action Plan has been separated into several components, in an endeavour to be able to analyse, rectify and isolate.

Lodge Management

Should any Lodge not have a Management/Finance/Membership Committee, encouragement will be provided to form one.

To emphasise the need for the committee to look and to be proactive in the areas of:

Each DGIW to encourage the Master and Wardens of the Lodge to include some Ladies on this Committee.

Finance

To organise District and/or Regional training seminars for Treasurers. At present the Region can avail itself of the free services of a Financial Adviser to provide advice not only in budgeting, but how to benefit from surplus funds allocation and tax benefits.

Mentor System

To improve the Mentor system, education may be needed for the Lodges for its implementation, and/or streamline procedures for easier execution. A Regional Education and Membership Facilitator has been appointed and requested to develop such a plan.

Welcoming Porch Committee

Some Lodges are already implementing this concept. It requires one experienced brother to welcome and provide Notice Papers to every visitor, and greet members of the Lodge before entering the Lodge Room. This Brother could be rotated in his duties every two or three months.

Monitoring of attendance by way of a Attendance Roll

An attendance Roll sheet with the names of the members of the lodge to be controlled by the Tyler or members of the Welcoming Porch Committee will be communicated to all Lodges for its adoption. A pilot scheme such as this has been in operation in two lodges of District 113 for the past two years and has proved very successful. The DGIW could then monitor and analyse attendance to the lodge by segregation of winter and summer periods, lectures, degree work, etc. It is also a valuable tool to oversee and record sickness and the need for the caring officer to act, as well as to observe the tell-tale signals of members who may call off in the near future.

As retention of members is an integral part closely associated with the Annual Intake Target, the Master of the Lodge will be encouraged to contact the member before calling off or to notify the DGIW for possible action and to investigate the possible causes. However, one must remember that prevention is the best cure.

District Diaries

All Districts in this Region with the exception of District 114 are producing District Diaries. District 114 will commence publishing a District Diary for the year 2001. The Diary engenders a small but steady income by way of advertisers that could be applied to raise funds for the operation of the District Association.

To study the feasibility of publishing a Regional Diary and share the costs and profits. This item to be part of the agenda at the Regional May 2000 meeting.

Planning of Social and Ceremonial Activities

The Lodges will be encouraged to plan well in advance Social and Ceremonial activities, but the DGIW will endeavour to coordinate combined activities for the District, i.e. Anzac, Burns, Mothers Day, etc.

Encourage inter District and intra Regional fraternal visits

The DGIW will encourage these activities by means of Travelling Gavels, Friendship Chains, etc. All DGIW's within the Region will combine efforts to achieve inter-district visitations.

To co-operate with other organisations

To work in close co-operation with other Masonic Orders, including organisations as Order of the Eastern Star, Amaranth, Masonic Widows, De Molay for Boys, and Rainbows for Girls, and endeavouring to reach out and form partnerships with civic organisations for joint projects in the community. To reach this target, the DGIW to call a District meeting with such organisations to develop joint community projects, i.e. OES and Amaranth for Domestic Violence Against Women, De Molay and Rainbows for school children, etc.

If we take notice of surveys, we find that men in the age bracket between 35 to 40 years of age are looking for organisations involved in community service projects, with strong wishes to be part of a fraternal association and usefulness to society. We have an organisation, proven by more than 300 years of existence providing fraternal ties and encouraging its members to follow the moral values, so much in decline today.

To make Lodges aware of the need to achieve membership targets

The Lodges should be made aware of the importance of having a target of membership intake every year and to apply it. In most lodges the membership target is of about 2 or 3 new members per annum. Members should be made aware that this is a reasonable target to achieve if all members work towards the target

Membership targets need to be maintained as without a viable membership and its inherent financial resources we would not be able to support quality activities, but not at the cost of personal quality. To study the feasibility of appointing a Regional Membership Director by the Regional Grand Counsellor before August 2000 .

To implement the use of the SWOT system for Lodges self assessment

The DGIW or a designated Brother to train the Master of the Lodge or an experienced member to demonstrate the benefits of using the SWOT system to analyse and self-assess the Lodge performance to form their own action plan.

To initiate a pilot scheme of Proficiency in Lodge Management

The continued success and growth of each lodge is determined in part by the skill in which those elected to positions of leadership manage its affairs.

The purpose of this programme is to encourage a study of the necessary details of Lodge Management and to provide appropriate recognition for those who have, through such study, become well versed in the laws and practices of our Jurisdiction.

It consists of a questionnaire to be used as an open book text that can be taken by any member who wishes to do so in a strictly voluntary basis.

The questionnaire consists of questions and True or False answers with the additional requirement of quoting the references in which the answers are found. The references to consist of their own Lodge by-laws, Codification of Decisions of the Ritual Committee, Book of Constitutions, Handbook of Masonic Information and Procedure, The Festive Board Guidelines, and Procedures for the Smooth Running of an Installation Ceremony. Other questions may involve Masonic Etiquette and Protocol.

The Regional Education Facilitator and the Regional Lodges of Instructions Coordinator will supervise this scheme. The work of compiling the questions has already commenced and it is expected to be in operation by August 2000. It will be initially launched from the Lodges of Instruction.

A Certificate of Proficiency may be presented to successful Brethren.

Example:

  1. At a Ceremony of Installation, Re-Installation, or Proclamation, the Grand Lodge Delegation must enter in the 3rd Degree

Reference ( ) True ( X ) False C of D of the R.C. 31.4 and 34.6

These plans to commence from 9th August 2000, when the new team of DGIWs will be in place, unless the incumbent DGIW would like to cooperate in an early implementation.

Any plan in operation will be reviewed and audited within six months by the DGIW, who will report to the Regional Grand Counsellor. The RGC will report in the usual way to the Executive Council for the information of the Members Board.

Quality Meetings

To improve communications within the District through:

District Association

District Associations are already operating in some Districts (Districts 111 and 113) whilst in District 112 there are several committees and groups, each on a small and specific task, but not really synchronised as a Masonic Association in all aspects effecting the membership and quality of the Lodges. The DGIW will endeavour to rationalise the operations, or will form a new District Association as a tool for the achievement and implementation of the Action Plan.

District Quarterly Newsletter

There is already a District Quarterly Newsletter being produced in District 112. All DGIW's within the Region to coordinate efforts to publish one in each District before the end of December 2000.

Personal communication with Master, Wardens and Secretary

The DGIW to undertake regular personal communication with Masters, Wardens, and Secretaries with two-way communications flowing from the DGIW to Lodges and Lodges to DGIWs.

Utilise resources of the Lodge

The resources of each Lodge vary from one to another. Some Lodges are ritualistically rich, whilst others are very strong in social activities, large membership, etc. The DGIW will endeavour to pool resources from each Lodge to attain a balance in District activities, and support from one Lodge to another in the weak areas.

Lodges to support Pilot Scheme introduced by the Members Board

Pending advice from the Members Board, all Lodges will be encouraged to adopt the principles of the Pilot scheme introduced by the Members Board, in an attempt to minimise

the time for business in the Lodge Room and on the Festive Board.

Rescue Mission of Call-Off Brethren

The DGIW to obtain and keep a list of Call-Off Brethren for early contact and induce members to rejoin the lodge or another suitable lodge. A list of Brethren who have Called Off will be available before August 2000 and will be provided to each DGIW by the RGC.

Membership Database

Preparation of Lodges and District membership databases, even though many lodges are reluctant to participate on the grounds that it may breach the confidentiality of its members. This item is pending upon receiving advice with regards to Privacy Laws.

Donation of Masonic Books

Lodges and individual Masons will be encouraged to donate Masonic books to public libraries. At present the only books available on this subject are the ones criticising the Craft. The Lodges will be prompted by means of the District Newsletter.

Electronic Masonic Groups

We have at present Lodges of Research, Lodges of Instruction and Historical Societies as well as many Masonic Associations. Consideration will be given to the encouragement for the formation of special electronic masonic interest groups, such as Philatelic, Photography, Gardening, and to form their own chat rooms.

Ladies

Encourage Ladies to assist on Committees

To encourage the Ladies in forming part of the management process of the Lodge, either as members of committees or forming their own Ladies Auxiliaries Association. It could develop into the formation of a District Ladies Auxiliaries Association. DGIWs to report to the RGC within six months of taking office.

Encourage Ladies to assist with development of Social activities

This is a very important and sometimes neglected facet in the operations of any lodge. The assistance of the Ladies in any Social activity could only enhance the quality and provide the need of the different age groups among Brethren. The DGIW will encourage the assistance of the Ladies not only in Lodge activities but also at District level.

Circulate 101+ Ways booklet to the interested Ladies of the Lodge

As per above item, Seminars on the use of the Book 101+ Ways will be organised for the Ladies, preferably presented by Ladies to the Ladies. Seminars will be organised by the Regional Education Facilitator on a date of his choice but within a calendar year of his appointment.

Ritual

Encourage all progressive Lodge Officers to attend Lodge of Instruction

The DGIW and the Preceptors of Lodges of Instruction to propose an Action Plan to encourage all progressive Officers, including Director of Ceremonies to attend Lodges of Instruction. This could be developed further by having a Ritual competition. To eliminate the possibility of dissention in some lodges, each ritual team could be formed from members of any lodge, in summary, what would be needed is a team and not a lodge.

Another important facet of the operation of the Lodge is the Business section. Lodges of Instruction will be encouraged to teach Lodge Business Procedures as part of the syllabus

Encourage all members to learn the ritual

This item will comprise some of the items referred to above, that is, to encourage the splitting of charges, to organise more than one rehearsal if necessary, and if the ritual is read, it must be read properly. This last suggestion of course will depend upon approval from Grand Lodge and the inclination of the members of the lodge for its adoption. This is a subject of great importance for some elderly members, who used to memorise the ritual. Paradoxically, some are the same members who complain about ritual changes, refuse to learn any new part of the ritual or new charges because they are unable to do it. As a matter of information, 80% of Grand Lodges Overseas allow for the reading of the ritual.

Review of Management Committees at six months interval to optimise, fine-tune, or develop further. Auditing of procedures by DGIW. This will be in addition to review and critique of the action plan at the Quarterly Regional meeting with the RGC. Lodges will be notified of results and progress via each Lodge Secretary.

The DGIW will encourage the Officers of the Lodge to achieve Quality Meetings by attending Lodges of Instruction and imbricating all of the above. Commencement target from August 2000 or immediately, depending on the wishes of the incumbent DGIW.

To take effect immediately, the appointment of a Regional Coordinator for the Lodges of Instruction. The appointee is VWBro. Edward Charles Herring, PDGIW, member of Lodge Abercorn No 60 and Basin View Daylight Lodge No 1015, who presented an Action Plan related to his duties at the Regional Meeting on 28th May, 2000.

The Regional Coordinator will act as a liaison between all Lodges of Instruction within Region 11 and monitor the performance of the local Brethren acting as Grand Directors of Ceremonies.

In summary, all DGIWs will be endeavouring to promote Quality Meetings and communicating it to all Lodges within the Region.

Regional Protocol and Ceremonial Facilitator Duties

To facilitate, coordinate and standardise the activities of Lodges of instruction within the Region.

To develop in conjunction with the Grand Director of Ceremonies a regional team of suitable, qualified, and competent Brethren to act as Grand Directors of Ceremonies at Installations and any other Masonic Function where a Representative of the Grand Master is required in the South Coast Region 11.

To monitor the proficiency of the Regional Team of GDCs and advise if further training is required and assist in communicating changes in the Ceremonial by holding regular meetings.

Regional Special Projects and Charities Coordinator Duties

Taking effect immediately, VWBro. Noel Pollard, PDGIW, has been appointed Regional Projects and Charity Coordinator. (Action Plan)

VWBro Pollard will endeavour to investigate worthy charitable organisations within the South Coast Region, preferably those which do not receive Government assistance, and to make recommentations to the RGC for action.

To coordinate the Narooma Special Project of raising funds within the community in general and other Non-Masonic Community organisations to purchase and donate equipment, and for the expansion of the building for a Medical Emergency Service at Narooma.

To encourage DGIWs and Lodges to combine charity projects.

To coordinate the task force in the Illawarra Project of supporting and raising funds for the Housing of the Handicapped in conjunction with the Knights of the Southern Cross organisation. (Operation Be My friend is a project for accomodation concerning Ageing Parents and their Intellectually Disabled Adult Children).

Festive Board

In summary, to encourage quality, thoughtfulness, and care in all aspects of the Festive Board, and to effect a review and auditing at six monthly intervals.

Social Activities

In summary, to encourage an active social environment in each District with particular emphasis in the participation of Masons and Non Masons.

As in every section of the Action Plan, review and auditing every six months, and results to be provided to the Lodges for consideration.

Ladies Involvement:

Communications

It was agreed that communications consisted of internal and external communications, that is, internal for the members of the Lodge, and external to embrace communication within Lodges, Districts, Regions, and to the general public.

For both external and internal, to design and publish a Web Page in compliance to Grand Lodge protocol for each District, (ultimately for each Lodge), linked to the Regional Web Page and the Grand Lodge Web Site within the first six months of office. District and Regional Web Pages will be linked not only to our Grand Lodge but Grand Lodges overseas

The Internet being a medium without frontiers, masons and non-masons may visit our site from all over the world looking for research material. Some masonic or historical lectures about our State will be included, together with Masonic and Non-Masonic activities and news, i.e. the sale of the Paralympic Tickets, Surf Life Saving events connected with our sponsorship, etc.

For internal communications a District and Lodge newsletter. It would be very difficult to obtain consensus for each lodge to have a newsletter, although some lodges have one at present. The District newsletter will be in operation within six months for all districts. Each Newsletter to be published in the District and Regional Web Site.

Lodges will be encouraged to improve Notice papers visually and in content and to utilise unused space for community notices (non-Masons)

The DGIW will monitor local media (Radio and newspapers) for items of interest for community activities and needs in which Masons could be of assistance.

To be more visible in the community is imperative. We only have to look into the past and observe that the periods of expansion coincided with membership quality and visibility within the community

To encourage Lodges and Masonic Centres to improve signage on Lodge Building and notice boards, including message activities in Bowling and RSL Clubs, Surf Life Saving Clubs, etc.

To promote Lodge secretaries to make use of modern electronic facilities such as fax and e-mail.

To strongly advocate the available and ready assistance of the Grand Lodge Communications Manager, Bro Norris Smith, and to caution Lodges of the need to consult the DGIW, the RGC and the Communications Manager in dealing with the Media.

To study the need and the appointment of a District and a Regional Publicity Officer to undertake a personal contact with the Local Media. There are many opportunities in the rural areas for contributing to the Social Pages, Gossip Columns, etc. Personal contact with the Press will provide the opportunity of inviting reporters to masonic social functions.

Good relationship with the media and political leaders, regardless of political bias, must be carefully nurtured.

One of the biggest problems we are confronting is the IMAGE or public perception of Freemasonry.

We may not like it or agree with it, but these are the realities of good and bad image. It is very difficult to change them in a short period and thus we should highlight the importance of good relations with the media. We can endeavour to change the image of Freemasonry day by day, but it will be a difficult task to change it in a short period. Work and constant dedication is required as well as quality membership.

It could be advantageous to forge a close association with Toastmasters International to exchange ideas and to learn proper and parliamentary procedures to be applied to Lodge Business Meetings. They can be invited to present demonstrations of normal business procedures.

To encourage members to donate old NSW Freemasons to be placed in professional suites, ensuring that permission is sought before any action is taken.

As the South Coast Region 11 is in possession of two Static Display Units and some Public Libraries allow space during a limited time for display of community organisations; these Static Units could be utilised for this purpose. The DGIWs to investigate and report to RGC.

The DGIWs to investigate the possibility of visiting Retirement Homes and Hostels to seek out Masons and to visit them regularly to talk about freemasonry and latest news. This scheme was successfully applied at the Berry Masonic Village.

Regional Information Technology Facilitator Duties

Taking effect immediately a Regional Information Technology Facilitator has been appointed. Bro. Graeme Beresford, member of Lodge Kiama No 35 accepted the position and presented an Action Plan.

The duties of the Regional Information Technology Facilitator is to facilitate the introduction and to expand the scope of computerised operations within the South Coast Region 11.

To assist the Regional Grand Counsellor and DGIWs in planning the introduction, setting and maintaining of Web Sites as required.

To assist in the training (if required) of computer technology to Lodge Secretaries who may require instruction. (Charges may be applicable to defray personal expenses)

To develop and produce a Regional System of Information based on CD ROM technology.

Masonic Education

Masonic education and leadership training must be central to our objectives and to be considered an integral part in the promotion of Quality Meetings.

Taking effect immediately, a Regional Education and Membership Facilitator has now been appointed.

VWBro. Ross Bush, DGIW District 106 has agreed to occupy the position and to provide an Action Plan.

The Education and Membership Facilitator will act as liaison between all District Education Officers within the Region 11 and ensure proper overlapping in Seminars and other Education functions. He will also be in charge of scheduling Regional Seminars and the training of the presenters, and to keep a register of good Mason and Non Mason guest speakers for Lodge functions.

As the U3A Courses in Freemasonry have been such a success in the past in every location offered, it is envisaged that the Education and Membership Facilitator would be able to coordinate all U3A Courses within the Region with appropriately trained Brethren. As U3A Courses are normally held during the day because of the character of the U3A organisation, the Education and MembershipFacilitator suggested to offer courses in a pilot programme during the evening as well, to evaluate its viability. It is also suggested to offer such courses at TAFE and WEA. (Workers Education Association)

The formation of a District Research and Study Circle will be encouraged to allow Brethren to discuss masonic topics without the constraints of a lodge meeting. There is one such Study Circle operating in the Shoalhaven District.

In order to obtain the participation of Brethren in an activity of the Craft often neglected; it is proposed to launch an Annual Essay Programme of Masonic Research and Development, for interested Brethren in producing a paper on any masonic topic to be presented to a Regional Committee for assessment. The Selection Committee to be formed with the input of all DGIWs.

This could be organised into two categories, one for brethren who have already published a paper, and another for brethren who have never presented a masonic study. Certainly the Research Lodge of NSW would welcome some of the presentations.

To promote Quality membership, and to encourage Lodges to be aware of the need to maintain Annual Intake Targets.

Caring and Hospital visitations

The Board of Benevolence implemented a system of visits by members of the board to country members who are hospitalised in Sydney. The DGIWs to appoint one or two Brethren from each town in which there is a hospital to visit Metropolitan Brethren who are unfortunate to be admitted to a country hospital whilst passing through the town or in holidays. Assistance to the Partner could also be provided or the Board of Benevolence notified of each particular need for appropriate action. The names of the brethren and the locations will be submitted to the Board of Benevolence for the Board to notify the local member or the DGIW with the relevant details when this service is required.

Masonic Buildings

The RGC to contact the Regional Building Officer with regards to the beautification and cleanliness of Masonic Centres. No great expense would be required, as some flower beds around the building, regularly mowed grass, and proper cleaning of kitchen facilities, Lodge Room seats and windows is all may be needed. However many Masonic Buildings, one of our windows to the world, may require extreme capital expenditure due to the present condition after years of neglect.

The RGC and the DGIWs are of the opinion that several priority steps must be taken to improve the standards of our Masonic Buildings, such as Owners setting of a sinking fund to effect building repairs and maintenance. The quality of the building could thus be maintained at a reasonable rate, as well as the compliance with the changes to the Building Code of Australia.

To investigate the rationalisation of Masonic Buildings is another priority. Rationalisation should not be equated with a reduction in the number of Masonic Centres, but to ascertain financial viability and comprehensive utilisation of the buildings. A Masonic Building with a Commercial Base which does not rely entirely on Lodges paying rent, certainly will fare better than the one that does not.

Rationalisation Committees are working at present in the Illawarra and the Eurobodalla areas. Last year, the rationalisation Committee on the Southern Tablelands completed its task with the sale of the Masonic Buildings at Bowral, and Mittagong.

The RBO has been notified of these considerations and will be requested to formulate an Action Plan of his aims towards the Masonic Buildings of his Region.

Summary

In summary, every detail of this Action Plan to be reviewed at six monthly intervals and the Lodges to be notified of the progress.

Every project must be evaluated not only against the benefits to our members, but to the community in general and considered very carefully to achieve a maximum impact.

One must be aware of the needs of modern society, as what worked for our forefathers, may not necessarily work today.

This document intends to represent a "Hybrid Plan" as an Action Plan requires the guidelines of an Operational Plan to become more effective. It has been drafted with the input of all DGIWs within the South Coast Region together with the RGC.

Planning was always and it is now a very important part of Freemasonry as it is for every organisation. It could represent the crucial point between success and failure.

There are two different types of planning; strategic and tactical planning.

Whilst tactical planning is good for taking advantage of short term opportunities as they arise, such as the Freemasonry courses for U3A members, sponsorship of outside organisations, Surf Life Saving, Tidy Towns, etc. one must take into consideration the benefits of long term strategic planning for differences to be made, if we are going to achieve success, this being the main reason for the need to review and monitor the Action Plan at six monthly intervals.

We must recognise that we are passing not through a temporary trend and assume that it is just a periodic cycle without becoming aware that it is the world that is changing around us.

People are now living faster, are more affluent with more time to spend on leisure activities, a great leap in instant communications, and suddenly we have become conscious of the real danger of evolving into an organisation without relevancy.

Even within our Lodges there is a certain amount of irrelevancy, as candidates can hardly wait one month between degrees, often unprepared for the examination, with many brethren taking Office shortly after having been Raised, in many cases with Masters not being elected on merit but because they are MM's and not PM's.

Many Brethren are of the opinion that as our membership is contracting, so should the number of lodges. And while one must agree about the problems associated with financial viability, very small lodges could be seen working in a happy and harmonious atmosphere, whilst big lodges are constantly struggling with the membership attendance and lack of interest. Small Lodges have a role to play in Freemasonry, especially in small country communities where everyone knows and helps each other. The DGIW will be encouraged to develop small lodges in small rural towns.

One thing to remember is that if we want the Lodges to reach a peak performance there is not a secret formula to achieve it but only a few logical points to be applied.

  1. Loyalty to the members in every aspect,
  2. To ensure that every member is part of the team,
  3. To demonstrate to the members that nobody is expendable,
  4. To achieve a sense of community, caring for each member, mateship, no lip service,
  5. To encourage those who stretch for personal achievements to reach the target without considering if the target was achieved or not but through personal dedication,
  6. To discourage mediocrity and to promote quality,

So we must assume that for any organisation to grow it must provide something of value to its members, and that the members must perceive its value. What is value for some members, may not be recognised by other members. An education campaign to that effect may be necessary.

There is no doubt that this action plan may encounter some resistance from a few lodges, but without a plan we will never achieve the target, and our target is to promote Freemasonry, and to promote quality within Freemasonry. If we want to achieve success in the implementation of this plan, we must effect changes by consultation with all members of the Lodges.

We realise that many may be wary of change and of innovation, of moving away from the faithfully tested path, but let us remember our Grand Master's motto "Dare to be different" and hope that the conflict of tradition does not clash with the face of survival.

One must remember that nothing happens if one doesn't help to make it happen.

Finally, we believe the future of Freemasonry in this Region is in providing good and sound leadership in bringing fundamental changes in the perceptions of our activities.

Changes need not necessarily be a threat, as changes have always been occurring through generations. It will be up to every Brother in this Region and not the work of few individuals.

To quote some of the remarks of the young guest speaker to the DGIW Convention 2000, Paralympic Gold Medalist Ms Denise Beckworth,

"Negative people provide you with good motivation as you have to prove them wrong" and "Pressure brings joy, specially if you are part of a team"

Presented on behalf of all District Grand Inspectors of Workings of the South Coast Region 11 for the Term 2000-2002.


Juan Carlos Alvarez, PJGW
Regional Grand Counsellor
South Coast Region 11