Lodge Le Progres de L'oceanie Leadership Handbook Wip

Lodge Le Progres de l'Oceanie
Leadership Handbook
Lodge Resource Development Committee 1987
Revised 2008
CHAPTER I
INTRODUCTION
The purpose of this handbook is to assist you in making your year as

Worshipful Master as successful as
your lodge.
possible for you and the brethren of
This can best be accomplished by preparing for this special
event well in advance of the date the gavel is passed on to you.

and you alone, rests the responsibility of this planning.
On you,
The success that
comes from good plans, well executed, is indeed, the real reward.
It isn't every day that we are given the opportunity to contribute to
society in significant ways.
Often those who are given this rare
opportunity do not fully realize the impact their service can have until
their brief time to serve has passed.
goes by all too quickly.
You will find your term of service
We hope that this handbook, which has been
assembled by those who have preceded you, will assist and inspire you as
Master to have the very best possible year filled with many rewards and
fond memories.
The information provided should, of course, be adapted to your lodge
requirements.
It is meant to serve as a guide and working tool to help you
to plan and manage your lodge activities during your year as the Worshipful
Master.
YOUR LODGE RESOURCES DEVELOPMENT COMMITTEE
CHAPTER II
ANNUAL PLAN
All men who aspire to the Oriental Chair hope that their year as Master
will not only be pleasurable to them but will bring growth and improved
fellowship to their Lodge. Often the only difference between the
successful year and the one that falls short is planning! This chapter
will help you with the process of Annual Planning.
A.
WHY IS AN ANNUAL PLAN NECESSARY?

FIRST, an annual plan allows us to look at the whole year and see if we
have too many or too few activities in one month.
SECOND, many activities require reservations well in advance. For
example, to ensure that the Grand Master will be available for an
event, he usually must be asked when he is the Junior Warden. Another
example is the scheduling of a dinner dance which usually requires the
facilities to be reserved far in advance.
THIRD, it allows you to set a theme for the year and/or for the months
of the year and to coordinate the Lodge activities to match the
theme(s). This will give you ideas for your trestleboard articles and
will give your entertainment committee a head start in the execution of
the programs.
FOURTH, unless you plan, you will not have many successful programs, if
any program at all. Have you ever attended a program where th~
pianist didn't arrive? Or a slide show where the projector didn't work
properly? Have you attended a program where there was not enough food
for the people attending? All these "loose ends" could have been tied
down with proper advance planning.
But, don't panic and take the easy way out by scheduling degrees and
nothing else. Ritual is important, but it must not be the only
activity of a lodge. Only by scheduling frequent, interesting programs
and other events can you stimulate attendance. People will come if
there are interesting meetings and if they feel that they are needed.
If your attendance is off, look to your programs.
B.
WHEN DO YOU DO YOUR PLANNING?

Ideally annual planning for your year as Master should start when you
are Junior Warden. But take heart, it's not too late even if you have
just been installed as Worshipful Master. However, it does mean that
you will have to work harder and faster if you hope to accomplish the
same results. Unfortunately, all Masters find that they share a common
problem. The extra time that they were counting on for planning,
trestleboard articles, etc. has just disappeared because of an
unexpected problem. It could be a problem at work or a Lodge member
just became seriously ill and he needs help with arrangements. You
probably won't be able to accomplish as much as you had hoped, so don't
postpone those tasks that can be performed in advance. Flexibility is
the key word in a Master's vocabulary!
CHAPTER II
ANNUAL PLAN
Plans for your year as Master should be almost complete when you are
half way through the year as Senior Warden. Just prior to your
installation as Master, your plans should be complete and be ready to
be given to your officers and committeemen.
C.
HOW IS ANNUAL PLANNING DONE?

1)
Obtain a large block-type planning calendar for the year that you
will be Master. Write in those dates that you know are fixed Stated Meetings, Installation, Officer's Schools of Instruction,
. Annual Communication, etc. Don't forget those important personal
dates ~ your wedding anniversary or your wife's birthday! You
can't always avoid them, but you can try to plan around them as
much as possible.
2)
List all activities that are traditional to your Lodge - these

might be such events as a Constitution Observance Program, Past
Master's Night, Hiram Award Presentation, annual dinner dance,
Luau, etc.
3)
Dates should be selected for all of these events and they

should be entered on the Master Calendar. Spread these programs
around - don't have all of the important ones together - space
them throughout the year. Try to set a monthly theme as well as
an overall annual theme to tie the year together. This will make
the planning for each month easier, and will give you topics for
your trestleboard articles. The utilization of Family Night
program planning, with a social event planned for a specific day
each month such as the third Wednesday, can go a long way towards
helping the Lodge brethren get in the habit of coming regularly.
4)
Try to determine how many candidates you think you might have
during the year. (This is usually determined on the basis of past
history, and any prospective candidates that you know about.) How
many degree nights will this require? Now add these to your
calendar. Spacing them throughout the year. Allow sufficient time
for learning proficiencies.
5)
The average Lodge has five or six candidates during the year, with
about fifteen degrees being conferred. Add your Stated Meetings,
Installation and Officers Schools of Instruction and you will have
about fourteen regular Lodge meeting nights when programs can be
presented. This assumes that your Lodge meets four times a month.
If your Lodge only meets twice a month then you will have fewer
nights for programs . However, don't hesitate to schedule a
program on a non-Lodge night, such as a Past Master's Dinner Dance
or a Lodge night at the ball game. Just be sure that you don't
schedule two social events in the same week.
CHAPTER II
ANNUAL PLAN
6)
Now mark off your dark nights. How many open dates do you have
left? There will probably not be too many of these, but each one
should have a program. Don't use these open dates for degree
practice - or anything else - except a worthwile program. If
your members get the message that there will be a planned activity
at every meeting, they will begin to attend again. Haphazard
planning, however, can result in too much entertainment being
crowded into one time period and then having several months go by
with nothing planned.
7)
You now have a pretty good idea of how many nights you have
available for programs. It is now appropriate to begin to put
your ideas down on paper. Lodges in most areas usually exchange
Trestleboards. When you are Junior Warden, get your Master or
Secretary to give you these when he is through with them. These
are very valuable in planning your year's activities. For example,
if a program idea appeals to you, you can determine how
enthusiastically it was received, what you can do to improve the
activity for your year, and most important of all, you can make
arrangements well in advance to "book" the activity.
8)
Finally, coordinate your important program dates with the other

Senior Wardens in your District along with the other organizations
that meet in your Temple or in the same location. Most important,
don't forget to coordinate these important dates with your
Inspector. In this way you won't have any dates that conflict and
the Inspector doesn't have to make any last minute choices as to
which program he will attend. There is nothing more frustrating
to him, and to you, if its your program, than to find out that two
or more lodges in his District have important programs that he is
expected to attend. Obviously, he can only attend one. Will your
function be the one that he attends? One way of making sure is to
coordinate your dates with his.
CHAPTER III
PLANNING
THE "HOW-TO" OF PUTTING A PLAN INTO ACTION
There are six major steps in implementing a plan. They are delegation,
defining duties, setting deadlines, publicizing, following through, and
finally the critique of the activity or program. These steps are described
in detail in the paragraphs that follow.
A.
DELEGATION
As Master, you should not
and cannot do everything yourself. You must
delegate. The overall plan should be yours, but the details of
carrying out the plan should be left to others. The selection of a
dynamic Entertainment (Program) Chairman is one of your most important
jobs. If possible, he should not be one of your Officers. Choose the
most able man you can find. You may not find a man who is willing to
assume the duty of Entertainment Chairman for the entire year.
However, many qualified men would be willing to assume chairmanship of
a particular program or activity. This has worked very well - don't
overlook this possibility. The Entertainment Chairman needs to have a
committee to assist him. The Master and Chairman might jointly select
the committee.
B.
DEFINING DUTIES
Outline the duties and purposes of the Entertainment committee. Give
them some specific guidelines to follow. Remember, the very success of
your year will depend to a large extent on the abilities of your
Entertainment Chairman and his committee. You should make very clear
to them your desires and the importance of their function to the well
being of the Lodge. Be sure that the Chairman understands what you
want - otherwise your plans for a Western BAR-B-Q may become a Luau or
worse, a dull travelogue! BELIEVE IT - IT HAPPENED.
C.
SETTING DEADLINES
It is your responsibility to set deadlines. Tasks tend to be put-off
if no deadline is apparent. You must establish with your Chairman the
dates when certain jobs must be completed. Preferably all the
preliminary work will be done before your are installed, but rentals,
entertainment, reservations, publicity, etc. all need to be arranged
closer to the time of the event. Help ensure your committee's
effectiveness by giving them deadlines for these tasks.
<:HAPTER III
PLANNING
D.
PUBLICITY
Publicize, Publicize, Publicize! Members of your Lodge need to be
given ample notice of an upcoming event. How often have you heard, "I
wish I had known about that program earlier." There is no excuse for
having a good program and not allowing sufficient time to publize it
to your members. Every editor of a Lodge trestleboard is faced with
the problem of the last minute request for space to publicize a
program. At that point~ it is impossible to give the proper treatment
to the notice. Trestleboard editors can plan better publicity if they
have advance notice. An important program should be in at least two
trestleboards and, if possible, should have an insert highlighting the
event.
Listing all of the year's programs in the January Trestleboard and the
programs for the second half of the year in July, can assure that the
membership has ample notice of important dates! Remember, too, that
not all members carefully read their trestleboards - that means that
special programs require special treatment, inserts, etc., to catch the
eye of the reader. Don't overlook the opportunity to inspire casual
readers by random insertion of a member's name, offering a free Stated
Meeting dinner, or other enticement, for being the first one, or among
the first five, to call the Master of the Lodge to let the Master know
that he read the name in the trestleboard.
E.
FOLLOW UP
As Master, your primary involvement in the implementation of the
planning process is FOLLOW-UP. You can't just set dates -- you must
see that your schedule is being met, and that the plans are following
your general guidelines (remember that BAR-B-Q!). Perhaps you will
want to have a meeting with the Entertainment Chairman at least once a
month to check on his progress. Has follow-up letter or phone call
gone to the entertainer or speaker who has been booked months in
advance? Has the proper information been given to the editor of the
Trestleboard? To the newspapers? To other Lodges who might want to
attend? You won't be doing these things - you will just make sure that
the committee is doing them. Remember, if you are going to do
everything you don't need the committee!
F.
CRITIQUE
A critique should be held within a week or two following the activity
c~ program.
Frequently, our most valuable planning guide for future
activities comes from critique sessions. These critique sessions will
not only benefit you and your future activities but also the activities
planned by the Senior and Junior Wardens for their year as Master.
Don't overlook the importance of listing what aspects went well in
addition to those areas that need improvement or should be eliminated.
Then, review your plans for your future activities and modify them to
incorporate the findings of the critique session.
8
CHAPTER III
PLANNING
One additional note, enlist the aid of your Past Masters and Grand Lodge
Committeemen. Make your Chairman aware that he can get valuable assistance
and ideas from the Past Masters, as well as from various Grand Lodge
Committees. Having trouble with a Widow's program? There is a Grand Lodge
Widow's Committee Representative in your District. Having trouble thinking
of a "Constitution Observance" Program? Ask last year's Master, or ask the
Grand Lodge Committee member in your area. Remember, almost every problem
you have has probably already been solved by a Past Master or by a Grand
Lodge Committee. Use their talents!
GOOD LUCK IN YOUR PLANNING
CHAPTER IV
BUDGETS
A budget should be used to run a Masonic Lodge. You may not have thought about
it, but everyone makes use of budgets in one way or another. This is true in every
aspect of life, whether it be conserving energy for use in the final minutes of a game,
or reducing automobile speed to stretch-out the remaining gasoline supply until you
can reach a gas station.
Budgeting is necessary to attain your desired goals and to keep your planning within
the realm of reality. Some budgets may consist of an almost intuitive balancing of
resources, such as having $20.00 to spend when you go to a movie. Others require
a systematic evaluation of estimated income and expenditures to ensure that funding
will be available for planned programs and activities. It is the latter kind which must
be faCed squarely and realistically when considering which of the many programs and
activities might be possible for your Lodge. The previous year's Secretarial financial
report for the Lodge is a good foundation to work from to construct a budget.
A.
Resources
As you might guess, the first step in creating a budget is to estimate the
income that the lodge will receive. All budgets must eventually relate to the
resources or income available to your particular Lodge. These resources are
determined by the size of your lodge's membership, amount of investment
yield, and other sources. It is not, however, the most important aspect of the
budgeting process, as we shall see later. These lodge resources are typically
made up of one or more of the following:
I) Dues
2) Interest and Dividends
3) Sale of Stocks or Bonds
4) Income from rental property
5) Applications and Affiliations
6) Donations
7) Other
You should consult with your SecretaJy, Treasurer and Board of Trustees and
define precisely how much money is available in the several accounts held by
the lodge, and to determine the amount of the annual income which may be
expected from each account. Funds available to your lodge may be estix:nated
by filling out the budget form shown in the Appendix. Be sure to note the
Grand Lodge limitations regarding the use and disposition of certain income
or interest bearing accounts such as Life memberships.
]]
CHAPTER IV
BUDGETS
B.
Fixed Costs or Non-discretionary Expenses

The second element is to determine those costs associated with the conduct
of a lodge, and without which the lodge cannot properly function. These are
the fixed costs. and should be itemized separately from non-fixed or
discretionary expenses. Fixed costs should include the following:
1) Rent
2) Utilities
3) Salaries and associated taxes
4) Income tax
5) Trestleboard expenses
6) Postage
7) Telephone
8) Per-Capita taxes
9) Obligatory costs
a. Relief
b. Floral pieces or Masonic Homes Endowment Contribution for
funerals
This list is presented as a suggested guide for planning. Actual fixed cost
items can only be determined by considering your lodge's unique situation.
Note that some items, such as relief and floral pieces, included in the above
list are not truly "fixed" in the sense that may be estimated with precision.
Actually, such items should be considered as "contingency items" and their
costs estimated as fa11ing within a certain range or spread. The important
point made here is that they be included in your budget as a real possibility.
C.
Non-Fixed EXPenditures or ProWJliD Budaet

Once the resources and fixed expenses are identified and catalogued, the real
task of budgeting can begin. After all revenues are identified, and all
mandated and necessary costs of running the lodge are itemized, and totals
compared, you will have a good idea of the amount of money available for
discretionary programs. This is the budget available for your programs or
your program budget. This is the point where dreams become realities as
your ideas for the Lodge start to take shape in the form of realistic programs.
D.
Program Choices
When you have determined what your budget allows, you will have to make
12
CHAPTER IV
BUDGETS
some program choices. Programs can be very expensive or very inexpensive.
It all depends upon what you plan and how it is to be executed. The cost of
various programs must be carefully estimated if you are to come up with a
realistic budget. The following items should be considered in your estimate:
I)
2)
3)
4)
5)
6)
7)
8)
Facility rental costs (building or lodge room, speaker's podium,

microphone system. set up costs etc.)
Printing costs (special trestleboard inserts, flyers, programs, tickets,
etc.)
Postage for flyers and/or tickets.
Entertainment costs (musicians, entertainers, scenery and misc. for
home or local talent, etc.)
Decoration costs
Food or refreshments (include condiments, paper goods, etc.)
Gifts or handouts (both the Grand Master and his lady generally
receive a gift from the lodge when they are asked to attend a function,
or you may want to give a memento of the occasion to the members
attending the affair, flowers for the ladies, etc.)
Clean up costs (dishes, janitorial, tear down, etc.)
You may not have all the details for each of your programs worked out to the
level shown above; but the closer that you can come, the better your estimate
will be.
E.
Matchina Proaram Costs and Available Resources

As soon as you have determined what your budget allows, and how much
your proposed programs cost, you will have to make the hard decision as to
which programs you can afford and which you will have to drop. Benefits of
possible programs are not easily evaluated, but they must be consider if you
are to present your lodge with an interesting plan of activities. You need to
choose programs that will be enjoyable for the majority of the members and
will be well attended. The following points may help you in this decision
process.
I)
2)
Would the majority of the members be likely to attend? (Are most of

the members interested in this type of prograrri or is it too specialized for example, a tennis or bridge tournament)
What is the cost to individuals attending? (If the cost is beyond the
means of the members of your Lodge, then you can't expect very
many to attend. In addition, Senior Citizens often have a limited
13
CHAPTER IV
BUDGETS
3)
4)
5)
income and cannot afford functions that are too expensive.)

Is the distance to the event too far for most members? (Should a bus
or other transportation be provided?)
Is the event too late in the day for most members? (Again, Senior
Citizens would be unlikely to want to attend late evening events, but
could be available to attend week-day activities.)
What is the accessibility to the facility where the program is to be
held? (Uneven terrain or a great many steps could mar the enjoyment
of those members who arc Senior Citizens or who are disabled.)
Finally, you must estimate the value, or benefit to the membership of a

proposed program, and relate it to the estimated cost of the program. The
relative benefits of alternative programs must each be considered in light of
their respective cost. Those programs which yield the greatest benefrt to your
lodge for the least cost are the most effective.
F.
Alternate Means ofProaram Fundjn~

Not all programs need to be funded entirely by the lodge revenues. A
significant portion of the costs related to some kinds of programs could
properly be borne by those who choose to participate. For example, a Family
Night Program that involves a dinner with a Magician's act following the
dinner could properly charge those attending a donation for the dinner plus
some or all of the entertainment. In these instances, it is recommended that
the precise amount oflodge contribution to the program be identified early,
and that the user portion of the program costs be advertised in the
trestleboard well in advance of the event. Be sure to state definite cutoff
dates for the reservations. Also, any necessary deposits should be requested
at that time. This will have the effect of reducing the number of"no-show",
and wiJl also provide working capital for the program. In many instances,
programs can be put together which cost very little, and yet are still of great
interest to many people. Examples of these might include a tour of some
private or public facility such as a major dam and powerhouse, a chocolate
factory, botanical gardens, local zoo, train or car museum, or ..... ....Look
around your area, and use you imagination. Your local Chamber of
Commerce is great resource tool that you can use for facilities appropriate to
your area.
Also, public relations offices are established by many firms and public agencies
to make their services known and to establish good rapport with the general
public. They often welcome guided tours of interesting operations. Taking
14
CHAPTER IV
BUDGETS
the same time provide an interesting program. In some cases, it can even
make a good program possible in the first place. An excellent program does
not have to be expensive.
G.
Finalizing the Plan

We now come to the best part of the budgeting process. You have by now
completed the program evaluation process and know how much revenue is
available for these programs. In so,-ne instances, you may have determined
that the benefits to be derived from a particular program warrant its full
support by the lodge funds. In others, participate charges for all or a portion
of the program costs may be warranted. For still others, you may have
decided that the lodge cannot afford the program at this time and may have
chosen to give the idea to one of your Wardens for their use at a later date.
You are now ready to finalize your plan and to correlate your budget with the
calendar from your Annual Plan. Your preliminary budget, with your
calendar, should be submitted to your budget committee for review and their
comments. The final budget should then be prepared by the budget committee
for submittal to and approval by the Lodge. After the budget is approved by
the Lodge, your plan is ready to submit to your Entertainment Chairman for
implementation.
RE!vtEMBER, your budget is a plan and as such is subject to change. Don't hesitate
to change the plan, with the approval of the lodge, when it becomes necessary.
CHAPTER V
LODGE ACTIVITIES
A.
ACTIVITIES
Activities are at the core of a successful lodge. If a member finds it
interesting and enjoyable to attend lodge, no one will have to solicit
his attendance. He will come because he wants to! Non-Masons
should be encouraged to come to public lodge functions. Programs
must be planned that will attract members as well as non-members.
Every meeting of your lodge is, and should be thought of as, an
activity. This is true whether it is a Stated meeting, or Special
meeting, such as an Installation, a degree, a visit with another lodge,
or an official visit from a Grand Lodge officer, or a time set aside for
a special activity or program.
B.
MASONIC EDUCATION
Our Grand Lodge says that Masonic Education is desirable. The
Master should implement this by scheduling educational programs.
One of our Grand Orators, Matt Huges, said that few men ever
learned much about Masonry simply by taking degrees. The Research
Lodges in this jurisdiction are able to give you very valuable assistance
in this regard. It is hoped and expected that the Research Lodges will
be able to stimulate a spirit of inquiry among lodges and members
throughout this jurisdiction. Research means education, particularly
Masonic Education, and you as Master should promote the idea of
Masonic education at the lodge level.
C.
PLANNING AN ACTIVITY
There are no hard and fast rules to follow when considering and
planning an activity. For example, there may be times when your
lodge may wish to limit attendance at an activity to Master Masons
only; while at others, you may enthusiastically welcome friends and
families who are non-Masons.
Meetings and activities are most effective when planned and scheduled
well in advance so as to encourage members to invite friends and
neighbors. Be sure to get the word out so people can plan their
schedules to include lodge functions. Create interest in coming events
by using your trestleboard, mailers, announcements, reports at
17
CHAPTER V
LODGE ACTIVITIES
meetings, and your telephone committee. Unfortunately, many
members don't read very much of the trestleboard, so one proven way
of attracting their attention toward a major coming event is to include
an insert in the trestleboard highlighting the important features of the
coming event.
Not all activities need to be held in the Temple. Some outstanding
functions are held at an outside location - an AMTRACK ride, Ladies
night at a restaurant, or a picnic- just to name a few. Be creative!
Your local Chamber of Commerce can probably provide you with
many more functions that you have never attended before.
One approach to scheduling interesting activities is to survey the
interests of your lodge members. Note their hobbies, and don't
overlook those members with interesting or unusual professions.
Consider your own interest; if you are interested in a subject, chances
are good that you will appro!!Ch an activity related to that interest with
enthusiasm. Remember that enthusiasm is contagious.
D.
SAMPLE PROGRAMS
Some program suggestions for consideration are presented in the
following list. These are general categories presented as suggestions
for brain-storming sessions. From these general categories it is hoped
that specific ideas will develop. Some of the suggestions may assist
your lodge in improving interest and attendance; others are listed for
non-members to come into contact with the lodge through your
programs. Don't overlook the possibility of combining ideas. Some
sample programs follow :
Youth Night - Join with the local DeMolay Chapter and go to a
baseball game.
Theater Night - Plan a theater party for family and friends and escort
the widows.
Movie Night- Show a major studio preview, slides from a members
latest trip, studio "out-takes", travelogues, etc.
Grand Lodge Night - Invite a Grand Lodge officer to attend one of
your meetings and have him speak on a subject familiar to him.
18
CHAPTER V
LODGE ACTIVITIES
Hopefully, this chapter has presented some ideas which will help you
to start the task of planning your programs. Many aCtivities are
available; on1y you can decided those that will best serve your lodge's
needs. Naturally, a Handbook such as this cannot outline complete
and detailed programs-- nor should it. To do so would encourage a
stereotyped set of activities among Lodges which would tend to dilute
the richness of quality unique to each lodge. Pick and choose, use
your Grand Lodge committees or local library for other ideas, but
most of all, THINK about pro~Uams which will help stimulate
participation and interest in the Craft
Finally, let us know of your progress. lfyou have other suggestions
which should be included, or if you have tried something and it didn't
work, let us know so others can benefit from your experience.
CHAPTER VI
VOLUNTEER SELECTION
A.
INTRODUCTION
Volunteers are the backbone of the lodge - they form the officer corps,
the committee chairman, and the committees. Each member is a volunteer
and without the members there would be no lodge! Why then, if everyone
is a volunteer is it necessary to address the subject of selection?
Just as in every other phase of the operation of the lodge, good
choices can make a tremendous difference.
B.
WHAT ARE THE JOB REQUIREMENTS?

You must know what you want a man to do before you can ask him to take
a position in the lodge, whether it is as an officer or as a
committeeman. In selecting officers, you must be able to tell him what
is expected of him. Will he be expected to attend every District
function (Officer's Schools of Instruction, officer's association
meetings, etc.) every lodge function, including degrees, degree
practices, Stated Meetings, and social events? How much time will this
entail? What are his responsibilities as an officer? Does he have to
set up the lodge room, or purchase the refreshments? He has to be told
if he is expected to wear any special clothing such as a tuxedo or suit
that matches the other officers. Is he expected to attend any special
functions such as weekend lodge trips or the Annual Communication of
the Grand Lodge? What are his financial obligations? Does the lodge
pay for any of the events? All too often we rely upon osmosis to get
this information to our officers, and we are surprised when they
finally find out and decide that it is too much and quit.
For committeemen, the situation is the same. You must be able to tell
them what you are expecting them to do. For example, as Chairman of
the Entertainment committee you may expect the Chairman to help select
his committeemen, find the entertainment for lodge functions, and
make all of the arrangements. You may also expect him to attend all
Stated meetings, all Family Night or social programs and to act as
Master of Ceremonies for all of the functions. He may be expected to
"front" the money for the entertainment until the lodge can vote on the
expenditure. If he is Chairman of the Auditing committee, you may want
him to be present at all Stated meetings so he and his committee can
audit the monthly bills for the lodge. He may have to be qualified, or
have members on his committee qualified, to audit the financial books
of the lodge once or twice a year.
The message here is YOU MUST KNOW what you are expecting your officers
and committees to do and YOU MUST convey this information to the
volunteers.
CHAPTER VI
VOLUNTEER SELECTION
C.
WHO SHOULD YOU ASK?

1) COMMITTEE CHAIRMEN
Try to select men who are familiar with the task that you are
asking them to chair. For example, it would be desirable to have a
man with newspaper or publishing experience to fill the position as
editor of the trestleboard. A CPA would be a natural as the
Chairman of the Auditing committee. A salesman might be the right
choice for your Telephone Committee Chairman.
If you are lucky
enough to have someone that is involved in the entertainment
industry such as a talent agent, he might be a great Entertainment
Chairman. However, we aren't always fortunate to have these men
available.
In most cases enthusiasm for the task can more than
make up for any specific skills that might be lacking.
2) COMMITTEEMEN
The same requirements apply for the committeemen as for committee
chairmen. However, in this case it is not as critical that you
always have men who are skilled in the task that they are being
asked to perform. On the contrary, in many cases it is more
beneficial to the lodge to use the committees as training ground
for your future officers. The more tasks that a man is exposed
and the more skills that he develops as he travels through the
chairs as an officer, the better he will be as Master. He will
understand the steps that each committee has to go through and the
skills that are required.
~)
LODGE OFFICER
The selection of a man as a lodge officer should be a very careful
and thoughtful procedure. Unfortunately, we all too often succumb
to the expedient method of choosing the next man that is available ..
You should always select your officer as if he were going to be the
next Master of the Lodge. Would you be proud to call him Master of
YOUR Lodge? If not, it might be better to leave the position open
until the right man comes along. You must decide.
A lodge officer should be friendly and outgoing; remember, he
represents your lodge at all lodge functions.
If possible, he
should have some experience in leading an organization and in
planning a function.
If he goes on to become Master, and many of
our officers plan to, he will be tested in these skills. The skill
with which he performs these tasks will be proved by the success
the lodge enjoys in his year and, perhaps, even in future years to
come. However, officers CAN be trained in these skills; if a man
does not have them, don't overlook his other qualities (this is
where "apprenticeship" on committee becomes useful).
CHAPTER VI
VOLUNTEER SELECTION
D. HOW DO YOU ASK?
There are many ways to get a man to "volunteer". Some work and some
don't. The sure way to lose a man is to let him sit alone at your
functions and not be involved in any lodge activity other than to
attend. People in this position soon question why they are there and
often find other attractions. In most cases the simple approach of
just asking a man if he will take a position on a committee will be
enough. People need to be wanted, and it is flattering to be asked to
participate in the lodge's affairs. The positions that are hardest to
fill are the lodge officers and the committee chairmen; however, if the
committee positions are thoughtfully filled each year, you soon have
enough willing hands for officers and chairmen.
1) COMMITTEE CHAIRMEN
Many ~en plead that they don't have enough time to take the
position of Chairman of a committee. This is particularly true of
the Entertainment Chairman, Trestleboard Chairman and the Telephone
Committee Chairman. This is where your knowledge of the task and
the time that is involved in executing that task comes into play.
By giving the man your expectations of the task and the time that
you anticipate that it will require, many times you can convince
him that he should take the position. In the specific case of the
Entertainment Chairman, if he is unwilling to commit to the whole
year, try to get him to commit to 6 months. If that doesn't work,
try to get him to take the position for one month. It's hard to
refuse if you only have to perform the task one time during the
year. Everyone has time that they can take for this.
Try not to use your officers as chairmen unless you cannot get
anyone else. But if your lodge is struggling to get back on its
feet and you cannot get any other volunteers, don't hesitate to use
your officers as a last resort. Make sure that you have your
committee chairmen and committeemen lined up by October or November
of your year as Senior Warden. Tell them that if you are elected
as Worshipful Master, you would like them to serve as Chairmen of
the blank committee or on the blank committee. This is not
interfering with the existing Master, or his year, and is
appropriate, because if, for some unforseen reason, you are not
installed as Master of your lodge, someone will have to step in
at the last minute and make some appointments. It would be better
to have these selections already made and waiting than to have to
scramble around at the last minute. Whoever is elected Worshipful
Master will greatly appreciate your efforts and if they don't
approve of some of your choices they can always make some changes.
At least they don't have to come up with the whole list!
CHAPTER VI
VOLUNTEER SELECTION
2) LODGE OFFICERS
The selection of a lodge officer is probably one of the most
important tasks that is performed by an incoming Master. As stated
above, these men generally go on to become Master of your lodge.
Unfortunately, the very men that we would like to have serve as an
officer are usually extremely busy. How then do you get them to
serve?
If your lodge has no difficulty obtaining officers, you might have
a meeting with the man that you want as an officer and just ask
him. Make sure that you meet with him personally outside of the
lodge. Don't call him on the phone and ask him to serve or ask him
to step outside during a degree. You must make him feel that it is
important to you for him to be one of your officers. Tell him how
much you need him and what his duties and responsibilities will be.
Generally, if you are prepared and can answer all of his questions
regarding his commitment to the lodge, you will find that he will
serve.
If your lodge is experiencing difficulty getting men to serve as
officers, the first step is to request a joint meeting of the Past
Masters and the elected officers of the lodge. At this meeting ask
for names of those members who might potentially serve as
officers. Discuss each man's talents and known availability and
arrive at a list of names in order of desirability. Then, either
meet with the man on the top of the list by yourself or select one
of the prominent Past Masters to go with you. Again, it is
important that you meet with the man personally in a meeting aside
from the lodge. In this case, it is particularly important that
you don't call him on the phone and ask him to serve or ask him to
step outside during a degree. He must feel that this meeting is
very important to you. At this meeting tell him that he has been
selected by the elected officers of the lodge and the Past Masters
as the best man to fill the open officer position. Let him know
why you need him, why he was selected above the other men in the
lodge, how important his decision to be an officer is and what his
duties and responsibilities will be. Answer all of his questions
in a straight-forward and honest manner. Nine times out of ten
this will get your man.
SUGGESTED DUTIES
FOR
LODGE OFFICERS'
GRAND LODGE F. & A. M. OF HAWAil
CHAPTER VII
SUGGESTED DUTIES FOR LODGE OFFICERS
A.
INTRODUCTION
By their conduct, their dress, their attendance, their enthusiasm, the proficiency
in their work and their attitude, the officers of the lodge set the tone for the
entire lodge operation. Each officer can do much to convey to the new
candidates and members of the lodge, the seriousness, the beauty and the honor
of Masonry as well as the fun and fellowship. The duties on the following pages
are provided as guidelines to achieve the above goals.
B.
GENERAL GUIDELINES
The following topics apply to the operation of all lodges.
1)
PROMPTING:
Only one person present during a degree should by allowed to prompt.
Multiple prompting, no matter how well intended, results in confusion and
spoils the effect of the ritual. The officer in charge should either do the
prompting or assign a prompter. All other should remain quiet. The
"official" prompter should be announced with the officer line-up. If the
Officer's Coach is present he should be the prompter.
2)
SPECIAL DUTIES OF THE OFFICER IN CHARGE:

This refers to the Master, in the case of Stated meetings and Third
Degrees; the Senior Warden for Second Degrees; and the Junior Warden
for First Degrees. He should take full charge for the evening, being
personally responsible for the following:
a.
Prepare a list of the brethren assigned to fill each station during the
degree. Inform them in advance, of the station that they are to fill,
giving them time to go over the work before the degree night.
b.
See that the Tiler is informed in advance as to the program for the
evening and the candidate's name(s) so that he can appear properly
informed when receiving visitors and others in the Tiler's room.
c.
Remain in the lodge room during both sections of the degree on the
night when in charge; do not leave the first section to others, for
example, and go outside to practice a lecture.
d.
Be responsible, both inside and outside the lodge room, for all
decorum, visitor's comfort and introductions.
CHAPTER VII
3)
e.
If a visitor asks to take part in the work, extend a most cordial

response, but at the same time be satisfied that he is at least
reasonably proficient in the work of the station involved.
f.
When preparing to close, see that sideliners who are not proficient
in the closing ritual are removed from the stations they have filled
during the degree so as not to embarrass them.
ADVANCEMENT NIGHT:
It is suggested that the officers be prepared to advance to the next station
in line sometime during the middle of the year. This will give those
officers who have to pass a proficiency, and opportunity to gain
experience in the next station prior to giving the proficiency to the
Inspector.
Junior Steward - Senior Steward - Junior Deacon - Senior Deacon Junior Warden - Senior Warden - Worshipful Master with the
Chaplain and Marshal used as fill-in positions.
This line of progression and the respective duties of their positions will
prepare the officer for the administrative position of Worshipful Master
as he progresses through the line. However, the important point is that,
no matter which station an officer holds, he has an assigned duty that
provides challenges and experiences that prepare him to hold the office of
Worshipful Master. Remember each officer has the potential of serving
his lodge as Worshipful Master, therefore, it is very important that no man
should be asked to serve as an officer if you would no be proud to have
him as you Worshipful Master. The following duties should be modified
and adapted for each lodge as the Master see fit. They are only to be used
as a guideline and as a suggestion for the operation of a lodge.
CHAPTER VII
WORSHIPFUL MASTER
POWERS (HMC Section 2526)

The Master shaH have power to:
A.
B.
Congregate his Lodge whenever he deems it proper;

Issue, or cause to be issued, all summonses or notices which may be required;
C.
D.
Discharge all the executive functions of his Lodge; and

Perform all acts. by ancient usage proper to his office, which are not prohibited by the Constitution or
Ordinances of Grand Lodge.
DUTIES- REQUIRED:
HMC Section 2530
A.
It shall be the duty of the Master to:

A.
Preside at all meetings of the Lodge;
B.
Confer or have conferred all degrees in strict accordance with the ritual which has been. or may
hereafter be, approved by Grand Lodge;
C.
Give, or have given, in fuH, the lectures appertaining to each degree, at the time it is conferred, in
accordance with, the ritual;
D.
Appoint those officers as provided for in the By-laws;
E.
Appoint an Auditing Committee and a Committee on Delinquent Members at the Stated Meeting next
succeeding his instaJlation;
F.
Appoint a chairman to coordinate with the Grand Lodge Committees on

Public Schools, United States Constitution Observance, Masonic Education
and the Masonic Foundation Board;
G.
Attest at each Stated Meeting ofhis Lodge all minutes or records of

proceedings as approved at such meetings by the Lodge;
H.
Superintend the official acts of all the officers of his Lodge and to see that their respective duties are
properly discharged;
CarefuHy guard against any infraction, by the members ofhis Lodge, of its own By-laws. ofthe
Constitution or Ordinances of Grand Lodge, or of the General Regulations of Masonry; and
J.
Provide for this instaHation of his successor.
DUTIES - SUGGESTED:
I.
To prepare the Lodge's Annual Plan.
2.
To prepare the Lodge's Annual Budget.
3.
To prepare the Master's Trestleboard articles.
4.
To ascertain the date for the Inspector's Official Visit.
5.
To appoint the Investigating Committee brethren as required.
6.
To be responsible for all Lodge committees.
7.
To attend Grand Lodge and vote the Lodge's recommendations on the resolutions.
8.
To prepare an agenda for each Stated Meeting.
9.
To appoint the following committees for the Lodge:
COMMTITEES- REQUIRED:
I.
2.
Audit (HMC Section 2086, Art. X Sec. 2)

Delinquent Dues (HMC Section 2086, Art. X, Sec. 3)
COl.\1MITIEES -DESIRED:
I.
2.
3.
4.
5.
Budget
6.
Masonic Service Bureau
Funeral
7.
Constitution Observance
Telephone
8.
Public Schools
Personnel
9.
Entertainment
Youth Activities (Job's Daughters, Rainbow, DeMolay)
COMMIITEES - SUGGESTED:
1.
2.
3.
4.
5.
6.
Greeters
Trestleboard
Widows
Sickness and Distress
Masonic Education
Hiram Award
7.
8.
9.
10.
11.
12.
Sojourners
Investment
Public Information
Lodge History
Layman's Night
Masonic Homes Endowment
RITUAL- REQUIRED:
1.
To attend the District Officers' Association Meetings (CMC Section 4020-C)
2.
To be qualified to give the work and lectures of the First, Second and Third
Degrees; and to be thoroughly proficient in those portions of the Constitution
and Regulations of the Grand Lodge which relate to the government of a
Lodge.
RITUAL - IMPLIED:
1.
To learn the ritual for conducting Stated Meetings;
2.
To learn the ritual for receiving Grand Lodge representatives (Inspector,

Grand Master, etc.);
3.
To learn the ritual for receiving and retiring the Flag of our country;
4.
To learn the ritual for receiving the candidate after he has received the Third
Degree;
5.
To learn the funeral ritual and to conduct funerals;
6.
To conduct degree practices for officers of the Lodge;
7.
To notify the Secretary of the date of initiation for newly elected candidates
at least three weeks prior to his initiation;
8.
To take charge of all Third Degrees.
CHAPTER VII
SENIOR WARDEN
DUTIES- REQUIRED (HM:C Section 2538)
It shall be the duty of the Wardens to assist the Master in the performance of his
duties, and to discharge all those duties which ancient usage has assigned to their
respective stations. During the absence of the Master, the Senior Warden, and in his
absence the Junior Warden, shall succeed to and be charged with all the powers and
duties of the Master.
DUTIES- SUGGESTED :
1.
To be responsible for the coaching of all Candidates;
2.
To select qualified Brothers to coach candidates;
3.
To insure that Candidates Coaches Handbooks are available for all Candidate
Coaches;
4.
To insure that the candidates are progressing at a reasonable rate and that the
Candidates Record Book is constantly updated;
5.
To serve as Chairman of the Public Schools program;
6.
To prepare the Senior Warden's Trestleboard articles;
7.
To serve as an ex-officio member of the Budget Committee;
8.
To prepare the calendar for your year as Master (set the family night
programs, arranging for facility reservations, defme a theme for your year);
9.
To prepare an estimated budget for your year as Master (based upon the
calendar above);
10.
To consider brethren to be appointed to the line during your year as Master

and to ask them if they will serve (whether or not you serve as Master
someone will have to make the appointments and the brethren will have to be
asked). Discuss possible choices with the present Master and Junior Warden;
11 .
To consider brethren to be appointed as Chairmen of committees and

committeemen during your year as Master and to ask them if they will serve
(again discuss possible choices with the Master and Junior Warden);
12.
To attend the Annual Communication of Grand Lodge and vote the Lodge's
recommendations on the resolutions;
13 .
To attend all Lodge functions (Stated and Special Meetings, family night
programs and other Lodge functions);
14.
To make reservations for your Installation as Master with the Temple

Association as early as possible (by February).
RITUAL - REQUIRED :
1.
To attend the District Officers' Association Meetings (HMC Section 1122)
2.
To be qualified to give the work and lectures of the First and Second
Degrees; that he has received a certificate of proficiency in the Candidate's
Lecture of the Degree ofMaster Mason and is thoroughly proficient in those
portions of the Constitution and Regulations of the Grand Lodge which relate
to the government of a Lodge.
RITUAL- IMPLIED:
I.
To learn the work and lecture of the Third Degree and the ritual required to
be qualified as Master;
2.
To be qualified to give the work of the Senior Warden in the Third Degree;
3.
To take charge of all Second Degrees;
4.
To attend all degree practices designated by the Master.
RITUAL - SUGGESTED:
l.
To examine all candidates to see if they are properly prepared.
2.
To review all signs, tokens, and words ofthe preceding degree(s) of all
Second and Third Degree candidates prior to the start of the degrees.
CHAPTER VII
JUNIOR WARDEN
h> UT IES- REQUIRED (HMC Section 25I8)
~
~A
It shall be the duty of the Wardens to assist the Master in the performance of his
duties, and to discharge all those duties which ancient usage has assigned to their
respective stations. During the absence of the Master, the Senior Warden, and in his
absence the Junior Warden. shall succeed to and be charged with all the powers and
duties of the Master .
.HMC Sections 3320, 3320a, 3322

I.
2.
To prefer charges against a Mason guilty of unmasonic conduct if, for a

period of thirty days following the bringing of facts concerning the
Unmasonic conduct. to the Junior Warden, no Master Mason in good standing
shall have preferred charges against such Mason.
Such charges shall -be presented to the Master of the Lodge.
pUTIEs-SUGGESTED:
I.
2.
To be responsible for all dinners held at the Lodge~

To keep itemized receipts for all dinner expenditures and records of all
income (a revolving fund of not more than. $500 may be established for the
use of the Junior Warden or Stewards in providing refreshments for all
regular Lodge functions- (HMC Section 2300)~
3.
To keep attendance records of all dinner functions~
4.
To work with the Stewards' committee at all dinner finictions ;
5.
To prepare a summary of monthly bills and pr-esent them to the Secretary at

least one weed prior to the Stated Meeting~
6.
o serve as Chairman of the Constitution Observance committee;
7.
To prepare the Junior Warden's Trestleboard articles;
8.
To serve as an e.x-o1licio member of the Budget Committee;
9.
programs and other Lodge functions) ;
10.
To attend the Annual Communication of Grand Lodge and vote the Lodge's
recommendations on the resolutions:
11 .
To begin the planning of the calendar for your year as Master;
12.
To begin considering brethren to be appointed to the line during your year as

Master;
13 .
To begin considering brethren to be appointed as committeemen during your

year as Master;
14.
To begin collecting articles and information for use in planning your

Trestleboard articles during your year as Master.
RITUAL - REQUIRED :
1.
2.
To be quatified to give the work and lectures of the First Degree; that he has
received a certificate of proficiency in the Candidate's Lecture of the Degree
of Master Mason and is thoroughly proficient in those portions of the
Constitution and Regulations of the Grand Lodge which relate to the
government of a Lodge.
RITUAL - IMPLIED:
1.
To learn the work and lectures ofthe Second Degree and the ritual required
to be qualified as Senior Warden;
2.
To be qualified to give the work of the Senior Warden in the Second Degree:
3.
To be qualified to give the work ofthe Junior Warden in the Third Degree:
4.
To take charge of all First Degrees;
5.
CHAPTER Vll
TREASURER
DUTIES - REQUIRED (HMC Section 2546)
A.
Receive and safely keep monies, property and all other assets of the Lodge,
except to the extent they are entrusted to the Lodge Trustees by resolution,
disburse or transfer the same, or any part thereof, upon the order of the
Master, duly attested by the Secretary with the approval of the Lodge;
B.
Keep a book or books wherein a correct account of his receipts and disbursements
m detail, accounting for sources of income and expenditures;
C.
Report at the Stated Meeting in August and February of each year for the six month period e" on the
preceding June 30 and the 12 month period ending on the preceding December 31 respectively; and
D.
Perform such other duties, appertaining to his office, as the By-laws may require or the Lodge may
direct
shall be exhibited
DUTIES - SUGGESTED
1.
To serve on the Budget Committee;
2.
To attend all Lodge ftmctions (Stated and Special Meetings, family night program and Other Lodge
functions
RITUAL- REQUIRED :
1.
2.

To be qualified to give the work of the Treasurer in the First Degree.
CHAPTER VII
TREASURER
DUTIES -REQUIRED (HMC Section 2546)
A
Receive and safely keep monies, property and all other assets of the Lodge,
except to the extent they are entrusted to the Lodge Trustees by resolution,
disburse or transfer the same, or any part thereof, upon the order of the
Master, duly attested by the Secretary with the approval of the Lodge;
B.
Keep a book or books wherein a correct account of his receipts and disbursements
in detail, accounting for sources of income and expenditures;
C.
Report at the Stated Meeting in August and February of each year for the six month period e" on the
preceding June 30 and the 12 month period ending on the preceding December 31 respectively; and
D.
Perform such other duties, appertaining to his office, as the By-laws may require or the Lodge may
direct.
shall be exhibited
DUTIES - SUGGESTED:
1.
2.
To attend all Lodge fi.mctions (Stated and Special Meetings, family night program and Other Lodge
functions
RITUAL -REQUIRED:
1.
2.

To be qualified to give the work of the Treasurer in the First Degree.
CHAPTER VII
SECRETARY
DUTIES- REQUIRED (HMC Section 2548):
A
Record all proceedings at each meeting proper to be written, under the

direction of the Master, and transcribe the same in a minute book to be kept
for that purpose, and at the next Stated Meeting to read the minutes to the
Lodge and, after they are approved, to present them to the Master for his
signature. After approval no change may be made except by appropriate
motion properly recorded;
B.
Present to the Lodge at each August Stated Meeting, a statement of income

and expenditures, assets and liabilities for the six months ended on the
preceding June 30, and at each February Stated Meeting a similar statement
for the 12 months ended on the preceding December 3 1, and to submit a
copy thereof to the Inspector of the District to which the Lodge is assigned;
C.
Prepare and transmit a copy of such record, or of any part thereof, to Grand
Lodge, when required;
D.
Collect and receive all monies due the Lodge and pay them to the Treasurer;
E.
Keep the seal of the Lodge and affix it with his attestation to all papers
issued under its authority or in obedience to all requirements of the
Constitution and Ordinances of Grand Lodge;
F.
Transmit a Certificate ofElection to the Grand Secretary, immediately after

each election in the Lodge;
G.
Transmit monthly and annual reports to the Grand Secretary in such form as
shall be provided;
H.
Transmit with the annual report to the Grand Secretary the number of life
members, the amount of the fund thus created, and the manner in which the
fund is invested;
I.
Transmit with the annual returns to the Grand Secretary the names, dates of
initiation, passing and raising, and the dates of death of all permanent
members of Grand Lodge;
Report all rejections for the degrees, expulsions, suspensiOns. and restorations
to the Grand Secretary, immediately after their occurrence. on the form
provided;
K.
Promptly notify an applicant who is not elected in writing of his rejection,

and refund all fees and contributions paid;
L.
Furnish to the Masonic Homes Endowment Board such information

pertaining to matters affecting or relating to his Lodge as may be requested
from time to time;
M.
Send the required notification relative to delinquent dues;
N.
Keep, in such form as may be provided, the following books of the Lodge:
I.
A minute book, in which he shall record all the transactions of the

Lodge proper to be written of all Stated and Special Meetings,
2.
A book of By-laws, for the signatures of the members in the order of

their admission, in which he shall see that each member signs his
name in full,
3.
A roll book, in which he shall record, upon pages alphabetically

arranged, the:
4.
a.
Full name or names of all members of the Lodge,
b.
Dates of their initiation, passing, raising or affiliation,
c.
Name, number and location ofthe Lodges of which those

affiliated last were members,
c.
Age and occupation of each when received, and
e.
Dates of their withdrawal, expulsion, suspension, death or

restoration,
A register, to be kept in the Tiler's room, in which all members and

all visitors shall record their names, and the names, numbers and
locations of their respective Lodges, before entering the Lodge. All
entries shall be in ink or other permanent writing, and
5.
0.
A set of such account books as may be necessary to present clearly:

a.
The account of each member with the Lodge,
b.
The receipts ofthe Secretary which provide a clear and permanent record of all
monies received and from whom received with accounts outstanding, if any,
c.
His payments to the Treasurer; and
Preserve the Code which may from time to time be published, together with all the printed
proceedings.
DUTIES - SUGGESTED:
1.
2.
To attend all Lodge functions (Stated and Special Meetings, family night programs and other
Lodge functions) .
RITUAL - REQUIRED :
1.
2.
To be qualified to give the work of the Secretary in the First Degree.
CHAPTER VII
SENIOR DEACON
DUTIES - REQUIRED (HMC Section 2520):
To perform such duties consistent with the usages of the Craft and appertaining to
the station of the Senior Deacon, as may be required by the By-laws or directed by
the Master.
DUTIES - SUGGESTED:
1.
To personally greet and "host" visitors and properly introduce them in the Lodge room;
2.
To serve as Chairman of the Visitor Examination Committee;
3.
To serve as Chairman of the Entertainment Committee;
4.
To serve as Editor of the Lodge Trestleboard;
5.
To attend the Annual Communication of Grand Lodge, if possible;
6.
7.
To attend all Lodge ftmctions (Stated and Special Meetings, family night
programs and other Lodge ftmctions) .
RITUAL - REQUIRED:
1.
2.
To be qualified to give the work of the Senior Deacon in all degrees and the
lecture of the Second Degree (HMC Section 2500)
3.
To be qualified to give the work of the Junior Warden in the first section of
the Second Degree.
4.
To be qualified to give the work of the Senior Warden in the first section of
the First Degree.
CHAPTER Vll
JUNIOR DEACON
DUTIES - REQUIRED (HC Section 2554):
the station of the Junior Deacon, as may be required by the -By-laws or directed by
the Master.
DUTIES - SUGGESTED:
1.
To serve as Chairman of the Sicimess and Distress Committee (keep track of

any illness or hospitalization among the membership, arrange for flowers and
get-well cards, if appropriate, and to inform the Master, Secretary and the
Lodge of those who are ill);
2.
3.
\_)
To serve as Chairman of the Layman's Night Committee;
To serve as Chairman of the Telephone Committee;

4.
To assist the Tiler in setting up and tearing down the Lodge room for all
Stated and Special Meetings;
5.
To attend the Annual Communication of Grand Lodge, if possible;
6.
programs and other Lodge functions).
RITUAL - REQUIRED:
1.
To attend the District Officers' Association Meetings (HMC Section I 122)
2.
To be qualified to give the work of the Junior Deacon in all degrees.
RITUAL - IMPLIED:
I.
To learn the work of the Senior Deacon in all Degrees;
2.
To be qualified to give the work of the Senior Deacon in the first section of
the Second Degree;
3.
To be qualified to give the work of the Junior Warden in the first section of
the First Degree;
4.
RITUAL - SUGGESTED:
1.
To be responsible for the "workmen of the temple degree team" in the second
section of the Third Degree.
2.
To notify the "workmen" in advance of all Third Degrees and see that
qualified members are present for that part of the work.
CHAPTER VII
CHAPLAIN
DUTIES -REQUIRED (CMC Section 2554 ):

the station of the Chaplain, as may be required by the By-laws or directed by the
Master.
DL 1ES - SUGGESTED :
1.
To offer devotions at all dinner meetings and other Lodge functions as

requested by the Master;
2.
programs and other Lodge functions);
3.
To serve as Chairman ofthe Widows Committee;
4.
To serve on the Visitor's Examination Committee;
5.
To assist the Tiler in setting up and tearing down the Lodge room;
6.
To serve as Chairman of the Masonic Education Committee;
RITUAL --IMPLIE D :
To attend all degree practices when requested by the Master.
RITUAL - REQUIRED :
1.
To attend the District Officers' Association Meetings (HMC Section 11 22)
2.
To be qualified to give the work of the Chaplain in all Degrees (opening and
closing prayers, preambulations and charges).
RITUAL - SUGGESTED:
1.
To know one of the parts of the second team in the second section of the
Third Degree.
CHAPTER VII
MARSHAL
the station of the Marshal, as may be required by the By-laws or directed by the
Master.
DUTIES - SUGGESTED:
1.
To greet and stay with the First Degree candidate(s) from the time they enter
the Temple until the Lodge is ready to open (if possible, request another
brother to remain with them until the Lodge is opened and the degree starts).
Instruct them to remain in the library or foyer until called for;
2.
To greet all Second and Third Degree candidates and review all signs, tokens
and words of the preceding degree(s) with them before Lodge opens,
3.
program and other Lodge functions);
4.
To serve as Chairman of the Masonic Homes Endowment Committee;
5.
To serve as Chairman of the Sojourners Committee.
RITUAL - Th'l:PLIED :
To attend all degree practices when requested by the Master.
RITUAL -REQUIRED :
1.
To attend the District Officers' Association Meetings (HMC Section 1122 )
2.
To be qualified to give the work of the Marshal in all Degrees (interrogation

of First Degree candidates, reception of the Flag and Grand Lodge Officers).
RITUAL- SUGGESTED :
1.
To learn the preambulations and charges for all three degrees.
2.
To. know one of the parts of the "workmen in the temple degree team" in the
second section of the Third Degree.
RITUAL - REQUIRED:
1.
To attend the District Officers' Association Meetings (HMC Section 1122 )
2.
To be qualified to give the work of the Senior Steward in all Degrees

(interrogation ofFirst Degree candidates, reception of the Flag and Grand
Lodge Officers).
RITUAL- Il\.1PLIED:
1.
To learn the work of the Senior Steward in all Degrees;
2.
To learn the work of the Junior Deacon in the first section of the Second Degree;
3.
To learn the work of the Senior Deacon in the first section of the First Degree;
4.
RITUAL - SUGGESTED:
I.
To learn the preambu.lations for all three degrees.
2.
To know the second Fellow Craft's part for the second section of the Third Degree.
CHAPTER VII
JUNIOR STEWARD
DUTIES- REQUIRED (HMC Section 2554)
the station of the Junior Steward, as may be required by the By-laws or directed by
the Master.
DUTIES - IMPLIED:
1.
To serve on the Steward's committee for all dinners and refreshments after
all degrees;
2.
To be responsible for the Steward's committee in the absence of the Senior

Steward;
3.
programs and other Lodge functions).
DUTIES - SUGGESTED:
1.
To serve on the Visitor's Examination Committee;
2.
To serve on the Entertainment committee;
3.
To serve on the Telephone Committee.
RITUAL .- -REQUIRED :
1.
2.
To be qualified to give the work of the Junior Steward in all Degrees.
RITUAL- IMPLIED:
1.
To learn the work of the Senior Steward in all Degrees;
2.
To learn the work of the Senior Deacon in the first section of the Second
Degree;
3.
To learn the work of the Junior Deacon in the first section of the First
Degree;
4.
RITUAL - SUGGESTED
I.
To learn the charges for all three degrees.
2.
To know one of the parts for the "workmen in the temple degree team" in the
second section of the Third Degree.
3.
To know how to properly prepare candidates in all degrees.
CHAPTER Vll
TTI.,ER
I

the station of the Tiler, as may be required by the By-laws or directed by the
Master.
DUTIES - IMPLIED:
1.
To be responsible for setting up and tearing down the Lodge room for all
Stated and Special Meetings (Before meeting: arrive early, unlock door, tum
on Masonic sign, set up Lodge early so that meeting can start on time,
properly lay out paraphernalia for degree on hand including candidate
paraphernalia, set our jewels for Master in proper order. After meeting:
break down Lodge, put away paraphernalia, tum off lights and lock door. If
unable to attend meeting: notify Master and obtain substitute to fulfill
duties);
2.
To receive all visitors and assist them in filling out visitor cards;
3.
To notify the Senior Deacon of all visitors and provide him with a card
containing their names suitable to be used for introductions (include their
titles, and the name and location of their Lodge);
3.
To notify the Marshal of all candidates for degrees;
5.
To attend all Lodge functions, (Stated and Special Meetings, family night
program and other Lodge functions).
RITUAL- REQUIRED:
1.
2.
To be qualified to give the work of the Tiler in all Degrees.
RITUAL -IrvfPLIED:
To know how to properly prepare candidates for all degrees.
CHAPTER. VII
HEAD CANDIDATE'S COACH
_ OTE:
There is no official title "Head Candidate's Coach." The Senior Warden is in

charge of all candidate coaching, but he may assign someone with that
overall duty; hence, the reason for the "Head Candidates Coach" title.
However, the Senior Warden is not relieved of the responsibility.
DUTIES- SUGGESTED:
I.
To keep a list of all candidates, record their progress in learning the Candidate's Lecture of all
degrees and report the same to the Senior Warden;
2.
To see that every candidate is supplied with a coach;
3.
To see that every candidate's coach is supplied with a Candidate's Coaches Handbook;
4.
To certify that all candidates are qualified in the Candidate's Lecture prior to
giving it in open Lodge.
RITUAL -REQUIRED :
1.
2.
To be qualified to give the work of the Candidate's Coach in all Degrees.
RITUAL - SUGGESTED:
1.
To hold regular coaching meetings with the Officers Coach and the coaching
staff to insure that the coaching staff is proficient in the Candidate's Lectures
for all three Degrees.
2.
To examine the candidates giving the Candidate's Lecture prior to their

giving it in open Lodge, to insure that the candidate is proficient in the
lecture.
3.
To examine the candidates in the Candidate's Lecture in open Lodge.
CHAPTER VIII
SUGGESTED LODGE COMMITTEES AND THEIR DUTIES
The appointment of a considerable number of lodge members to committees give such
members an active part in lodge affairs and naturally increases their interest in the lodge. A list of
the committees usually found in Masonic lodges could include any or all of the following:
conching, delinquent dues. auditing, entertainment, Hawaii Masonic Foundation Fund. refreshments.
relief, sickness, greeting, trestleboard. Constitution Observance, lodge history, Masonic Education,
Public Schools. Youth Orders and many others.
The names of the committee members should be published at least twice a year in the lodge
trestleboard. Publicity given to committee appointments is flattering to the members of the
committee and serves as an added stimulus for continued interest in the lodge and their committee.
A schedule of committee assignments might be worked out for each "line" officer in the
lodge. Such officer should not ordinarily act as chairman of the committee, but merely serve as an
active member thereof. Such a schedule would ensure that each officer would have direct contact
with some activity of the lodge. By the time an officer reaches the station of Master he will have
had active participation in all of the activities. This experience will be most helpful to him. and will
serve to reinforce both the need for committees and the desirability of involving as many members
as possible in the work of the lodge.
The following is a list of some suggested committees and their duties. This is intended only
as a potential list of committees that your lodge could have: many of them may not apply to your
needs.
AUDIT CO.M!vllTIEE
To periodically examine, and verify the fmancial accounts, claims and records of the lodge.
To examine and verify the monthly bills at each Stated Meeting. The Junior Warden should
be a member of this committee. (See the Appendix for a list of the Auditor's .Duties.)
(REQUIRED: HMC Section 2086, Art. X Sec. 2)
BUDGET AND FINANCE COMMITTEE
To provide projections of income and expenses necessary to maintain lodge programs for the
succeeding year. To present an annual budget, for approval by the lodge. under which the
lodge must operate and to report quarterly on the status of the budget. 71 be elective officers,
the Junior Past Master, the Entertainment Chairman and several Past Masters should be on
this committee.
3.
CANDIDATES COACHING COMMITTEE

To provide each newly initiated, passed or raised brother with a proficient instructor- one
qualified in Masonic customs. usages and laws as well as the Candidate's proficiency. The
committee should consist of at least four members. one for each of the degrees and a Head
Candidates Coach who oversees the work of the other members . The Head Candidates
Coach should report to the Senior Warden.
4.
CHARITY COMMITTEE
To relieve the distress of a worthy brother or his family. The committee shall consist of the
Master and both Wardens. (HMC Section 2086, Art. X Sec. 1)
5.
CONSTITUTION OBSERVANCE COMMITTEE

To plan and execute a Constitution Observance program each September, coinciding with
the Proclamation from the Grand Master, commemorating the signing of the Constitution of
the United States. The program should assist Masons~ their family and friends, to
understand and appreciate the Constitution - to show them that it is more than a mere
historic document, that it is a vital contract between each American Citizen and his
government. In some districts the lodges work together and plan a district program.
6.
DELINQUENT DUES COMMIITEE

To personally interview each delinquent member. ascertain the cause ofhis delinquency, and
to work closely with the Master and officers in a continuing effort to effect the retention of
all members unable to pay. To submit a written report to the lodge. (REQUIRED: HMC
Section 2086, Art. X. Sec. 3)
7.
8.
FUNERAL COMMITTEE
To conduct the Masonic Funeral service as proscribed by the Ritual Committee. The
committee members must be proficient in the Masonic Funeral service and must be
approved by the District Inspector. It is recommended that several members be qualified so
that there will not be a delay of a funeral service due to ilh1ess or inability of a member to
conduct the service.
GREETERS COMMITTEE
To greet all members. family, friends and visitors at all lodge functions . Members of this
committee should be friendly and outgoing. Some lodges provide a badge showing that
these men are the hosts or greeters for the lodge.
CHAPTER VIII
9.
HIRAM AWARD COMMITTEE

To select the Hiram Award recipient for the lodge. Three members are
required to be on the committee to select the recipient. Also, to
plan and execute the Hiram Award program. It is recommended that
additional members be placed on the committee for this task. Two
separate committees could be used for these tasks, one for selection
and one for planning and executing the program.
10.
LODGE HISTORY COMMITTEE

To maintain the history of the lodge, including activities which are of
significance and historical importance. Historical or significant
articles of importance, or copies, should be sent to the Grand
Secretary for placement in the lodge's historical file.
11.
INVESTMENT COMMITTEE
To advise, council and make recommendations to the lodge regarding
proposed or comtemplated investments and/or changes in investments of
the lodge.
12.
MASONIC EDUCATION COMMITTEE

To provide Masonic Education programs to the lodge members, their
families and friends. The goal is to develop a greater degree of
understanding and dedication to our Masonic principles and purposes.
13.
MASONIC EDUCATION FOR CANDIDATES COMMITTEE

To provide for the Masonic education of candidates through the use of
"The Lodge System of Masonic Information for Candidates" program. The
purpose is to guarantee that every candidate is properly instructed in
those fundamentals of the Craft which every newly made Mason ought to
know. The committee consists of five members who meet with the
Candidate(s) four times (prior to and after initiation, and after
receiving the second and third degrees) and who read five papers
designed to inform and enlighten the Candidate(s) about Freemasonry.
Details about the program are contained in the booklet which can be
obtained from the Grand Lodge office.
14.
MASONIC HOMES ENDOWMENT COMMITTEE

To inform the lodge members of the Masonic Homes Endowment program, its
purpose, and the present lodge standing. To disseminate the material
available from the Grand Lodge Homes Endowment Committee and/or the
Grand Secretary's office.
CHAPTER VIII
15.
MASONIC WIDOWS COMMITTEE

To maintain contact with the Widows of the Lodge. To provide an annual
widows program, and to preserve their Masonic relationship.
16.
PERSONNEL COMMITTEE
To interview prospective new members prior to submission of their
applications to the lodge, to answer any questions and to inform them
of their obligation to the lodge with respect to attendance, support
memorization, etc. To assist the Master and Wardens with the selection
of officers and committeemen. It is recommended that the committee be
made up of Past Masters and the elective line officers.
17.
PUBLIC INFORMATION COMMITTEE

To develop not only the usual kind of newspaper, radio and television
"publicity", but also help promote among our own members our various
programs and projects for the year. Include newspaper men,
photographers, writers, speakers and others who have a flair for selfexpression and whose contact with members and the public will represent
Masonry not only with didication but also with intelligence.
18.
PUBLIC SCHOOLS COMMITTEE

To plan and execute a Public Schools program each April, coinciding
with the Proclamation from the Grand Master, calling attention to the
members and the general public the importance of our Public Schools.
Special emphasis should be placed on Public Schools Week with programs
such as open houses, classroom visitations, speech contests, dinner
m~etings honoring school administrators and teachers, and radio and
television appearances. This is another excellent opportunity for the
lodge to present itself before the public.
19.
REFRESHMENT OR STEWARD'S COMMITTEE

To provide refreshments at all lodge functions, including dinner
meetings. This committee is appropriately chaired by the Senior
Steward with the Junior Steward as his assistant . Newly raised members
should be placed upon this committee, as it provides them an
opportunity to meet the lodge members as they serve refreshments.
20.
SOJOURNERS COMMITTEE
To locate the Sojourner (a Mason from another Jurisdiction) and develop
in him a desire to participate in your lodge's activities.
CHAPTER VIII
21.
SPEAKERS OR PROGRAM COMMITTEE

To obtain interesting and worth while after dinner speakers and
programs. A good speaker after your Stated Meeting dinners can add
greatly. Select a Chairman with contacts and who will work at bringing
in good speakers or short after dinner programs. Some suggestions are:
Films/speakers from a Masonic Research Lodge.
Masonic Youth Groups
Local Issues
Public Schools
Sports
22.
TRESTLEBOARD COMMITTEE
To publish the lodge's trestleboard. This committee should receive
imputs from the Master, Wardens, and any others, collate the
information, and see that the trestleboard is printed, stuffed, and
mailed on time.
23.
VISITATION OR SUNSHINE COMMITTEE

To offer encouragement to ill and shut-in brothers and their widows by
way of personal visits and/or telephone calls and letters.
24.
YOUTH GROUP COMMITTEE

To plan and execute a Youth Activities program each March, coinciding
with the Proclamation from the Grand Master, honoring our Masonic
Affiliated Youth - the International Orders of Rainbow for Girls, Job's
Daughters, and DeMolay. To acquaint the lodge members with these orders
and to encourage them to attend the youth meetings and to participate
in their activities. To plan and execute other programs throughout the
year promoting our Masonic Affiliated Youth groups.
These suggested committees and their duties should give you a fair idea of
what committees you can have in your lodge and what they can do. Don't
hesitate to change the name, or their duties to suit the needs of your own
lodge .
CHAPTER IX
TRESTLE BOARDS
A. COMMUNICATION
Communication is necessary to a successful life or to a successful lodge. In
order to be effective the employer must communicate clearly to his employees,
father to his children. and a Master to his officers and members.
Trestleboards are the essential communication tool of the Master. lt takes the
lodge to I 00% of the membership, whether they are active members who
participate in all of the lodge activities or are housebound non-driving members
who cannot attend any of the lodge functions. For many members it is the
ONLY contact that they have with their lodge and gives them a feeling of
knowing the active members of the lodge by reading their names in the
trestleboard.
B. TRESTLEBOARD APPEARANCE
The trestleboard projects the lodge's image to its members and perhaps more
importantly to non-members. You never know who will pick up a copy of
your latest trestleboard and after reading it come away with an impression of
Masonry and your lodge. That impression can be favorable or unfavorable
depending upon how well the trestleboard is written and its overall appearance.
How does your trestleboard look? How can it be improved? Take a critical
look at your present trestleboard. Is it too big or too small? Having a large
trestleboard means that you can put more in it. But sometimes the content of
.t
.t
tne arttcies surrer wnen you nave to hii tnose iarge spaces. un tne otner nano,
a larger size gives you the opportunity to increase the print size - this may
make it easier for your older members to read. Should you use photographs in
the trestleboard? It costs more money, but as the old saying goes "picture is
worth a thousand words". Whatever you decide to do, make your trestleboard
eye appealing and don't forget that it projects your lodge's image. Keep it
neat and well written.
,t
,..,..
,.,,
, t
"
C. IDEAS FOR TRESTLEBOARD ARTICLES

There are many sources available to you- almost everywhere you look!
Previous trestleboards- from your lodge and from other lodge's; your own
periodicals or your wife's; California Freemason, Reader's Digest, Good
CHAPTER IX
TRESTLEBOARDS
Housekeeping. Time magazine, local newspapers, and others all provide

inspiration. Publications from concordant bodies. Scottish Rite's The New
Age, the York .Rite's Knight Templar, etc., are also excellent sources of ideas.
Books on Masonry from your personal library, the local library or the Grand
Lodge library are other possible sources. In addition. the Research Lodges
have more material. from their monthly articles to books that you can
purchase or borrow, than you can ever use. A Jess obvious source is to use
notes taken while you are attending Masonic or non-Masonic functions. Look
around you, we're sure that you can find many more sources.
However, if you quote an article or part of an article, you must obtain the
permission of the author and in some cases the publisher as well. You will
probably find that it is easier to obtain the permission of Masonic authors, but
in any case you must get their permission. So now what? Well you don't have
to use the article directly, instead use the idea ofthe article. You don't have to
have the permission to use the idea when you use your own words. So,
rewrite the article using the idea behind it but with your own words.
Sometimes the ideas behind the article lends itself directly to your needs . For
example, one Master read an article that had left all of the es out. This made
the article very difficult to read. So h wrote a tr stl board article using Th Sam
t knack. In this article h told them MB rs of his lodge, how hard it was to I ad
Th lodge without Th ir support and pr s nc . This idea could be used in any
number of ways. You only have to use your imagination. Remember, if you
use direct quotes- YOU HAVE TO BAVE PERMISSION; if you use your
own words, you don't.
D. WHEN TO START COLLECTION IDEAS
When should you start collecting articles/ideas for your trestleboard? AS.
SOQN AS YOU CAN Start when you are the Junior Warden. or even earlier,
if possible. Why? Some articles that you would like to use are time related;
they appear about a year ahead of the time that you need them. For example,
articles on George Washington 's Birthday usually only appear once a year, in
February. If you wait until you need this article, you can't get it into your
February trestleboard as it needs to be written and submitted to your
trestleboard editor in January. Collect early, and be sure to gather two to three
times the quantity that you'll actually use- some ideas don't look as good on
review at a later date!
CHAPTER IX
TRESTLEBOARDS
E. GETTING ORGANIZED
The best way to organize your ideas for trestleboard articles is to cut and paste
the newspaper or magazine articles onto 3x5 cards. For books or magazines
that you can't or don't want to deface, copy the pages frrst and ten cut and
paste. If you will cany a few 3x5 cards with you when you attend Masonic
functions you can make your notes directly on them and you will be prepared
to use your notes immediately when you return home.
Next file your 3x5 cards by topic or theme. For example, George
Washington's Birthday, the 4th of July, Constitution Observance, Valentine's
Day, Masonic Affiliated Youth Others, Masonic education articles, etc. Then,
shortly after the Annual Communication of Grand Lodge, when you have
completed your annual plan as Senior Warden, you can start putting your ideas
for next years trestleboard articles together.
Sort the articles and ideas that you have collected into monthly files. Use the
monthly themes that you have established for your annual plan. For example, if
in February you have planned a Sweetheart's Night program, articles or ideas
about Valentine's Day could be placed in this month. In May, you might have
decided to have a Founders Day program and articles and articles about the
history of the lodge or local area would be appropriate here. In June, you
might have planned a trip to the local baseball game; this is a good time to use
articles on Masonic education such as - Where did the expression "Meet me on
the level" come from? or "Why does the Master wear a top hat?" as you
probably won't be writing about baseball! Obvious theme months are
September - Constitution Observance; March - Masonic Affiliated Youth
Orders; and April - Public Schools. Having a well thought out annual plan
will make the sorting of your articles easier.
When you have finished sorting the articles and ideas that you have collected,
you will find that you have many left over. Pass these files on to your junior
officers. These files will help them get started on their own coJJection and in a
very short time the Lodge will have an impressive resource file.
F. MASTER'S MESSAGE
Masters have given the writing of the Master's message a mixed review. Some
CHAPTER IX
TRESTLE BOARDS
look forward to the opportunity of contacting the membership of the lodge and
presenting them with ideas that they have ..... Others feel that this is the worst
thing that has ever happened to them and so they use their printer or lodge
Secretary to write their articles. There is nothing wrong with using an Editor
or Trestleboard Committee to edit and setup the trestleboard. BUT. THE
MASTER MUST WRITE THE MASTER'S MESSAGE! It cannot be
delegated. The master has an obligation to communicate with his lodge.
So, if it is so tough, what can you do to make it easier? The above paragraph E. GETTING ORGANIZED - has already given you some ideas that you can
use to make this job easier. Some additional ideas that you might use follow:
1) For the first trestleboard use your annual plan. Lay out your plans for the
coming year. Let everyone see what you have planned and the date it is
planned for. Then use your annual plan to provide you with a theme for
the month as suggested above.
2) You might write about upcoming MAJOR lodge events such as a
Layman's Night program or Hiram Award or perhaps you Past Master's
Dinner Dance. But, leave the monthly description of your other lodge
events to others.
3) Recognize members who have given community service, i.e., a man who
has been a Scoutmaster for many years, the president of the local Rotary,
or adult leaders of your local Masonic Affiliated Youth Groups (Rainbow
for Girls, Job's Daughters, and DeMolay).
4) Recognize the youth leaders of the Masonic Affiliated Youth Groups.
Give short biography of the leaders and a history of the youth group itself
5) Enlighten the members with some Masonic education. Write an article on
"What does this mean?" or "Where does it come from?". For example,
where does the word 'blue' in "Blue Lodge" come from. The list is
endless.
6) Use topical articles tied to the time period; for example, Washington's
Birthday, the 4th of July, Mother's Day, Valentine's Day and Election Day.
(You can't talk about who's running, but you can encourage the
CHAPTER IX
TRESTLEBOARDS
membership to get out and vote. Remind them that it's a privilege and
obligation.) But whatever you write, be OPTIMISTIC. ENTHUSIASTIC
and INFORMATIVE! There is no faster way to drive your membership
away then to beat them <;>ver the head, month after month, with a guilt trip
for not attending lodge. As the old saying goes "Honey attracts more bees
than vinegar ever will".
G. OTHER TRESTLEBOARD TOPICS
Unless you, as Master, want to write the entire trestleboard yourself, you had
better enlist some help. Two naturals are the Junior and Senior Wardens. Its
good experience for them and will give them some preparation for their year as
Master. Make sure their assignments are clear, it would be unfortunate if both
wrote on programs or visitors, etc.
The Senior Warden might write on the degrees that are to be exemplified in the
corning month or give a biography of the newest Master Mason. (Note: you
can list the names of the candidates that will be taking the degrees - HMC- Section 2072.) Ifhe has been assigned the taking responsibility of Chairman of
the Public Schools program, he might provide information relative to it, or any
information about the public schools as it becomes available.
- ) The Junior Warden might review last month's program giving a brief overview
of the program and mention how nice it was to welcome back any brethren (by
name) who might be infrequent attendees to the lodge. He might preview next
month's program, its entertainment, cuisine, and any special requirements for
the member, i.e., time, dress, etc. If he is about the program or subject, similar
to the Senior Warden's assignment regarding Public Schools.
The Secretary could also write some articles regarding The Masonic Foundation,
dues notices and address change reminders. He might also write a "Secretary's
Comer" giving information about members who have moved or are traveling
and what their families are doing (a daughter might be Honored Queen or a
son has just joined a DeMolay Chapter).
Miscellaneous articles could also be written such as Sunshine Report (sickness
and distress), memorials (obituaries), monthly calendar of events (include your
local Youth Group activities), background of your officers (one at a time-
CHAPTER LX
TRESTLEBOARDS
please), list ofyour lodge committee appointtnents (do this semi-annually).
The list goes on and on.
H. TIME LINE SCHEDULE FOR PRINTING
It is critical that the trestleboard reach the membership in a timely fashion. If it
arrives after the events have occurred, you have frustrated your membership
and wasted valuable time, effort and money. One way to ensure the timely
arrival of your trestleboard is to establish a time line schedule for printing and
distributing your trestleboard. The development of a time line is described as
follow:
Itemize the tasks involved in producing and distributing the

trestleboard. The tasks might include writing the articles, organizing
the contents, printing, stuffing and sorting for mail, mail time, time
required for the rrestleboard to be in the members hands before the
Stated Meeting (reading time). Next, determine the number of days
that each task requires. Then, make a time line, as shown in the
appendix, starting with the coming months Stated Meeting and working
backwards through the month (for example, if your Sated Meeting is on
March 6th, the time line would end with March 6th and you would
count backwards through February). Mark off the days that each task
would take, starting with the last task and working through to the first
task. In the example shown, it would be necessary for you to start
writing your trestleboard articles on February 3rd. All organizing, by
February 1Oth . You of course, will have to establish your own time
requirements.
GOOD LUCK WITH YOUR TRESTLEBOARDS
CHAPTER X
LODGE RESOURCES DEVELOPMENT COMMITTEE

SPECIAL ASSISTANCE
The information in this book was complied by the Lodge Resources Development
Committee, California from many different sources. Some of the material you will recognize
as that from the Masonic Leadership Workshops. Unfortunately, because most of
the material did not have the name of the author, we were unable to give credit is
due.
The Member of this Committee are entrusted with improving Hawaii masonry in
general and your Lodge in particular. The ideas found in this handbook are ONLY
suggestions presented for your consideration. We recognize that printed material
is not always clear, and that special problems or opportunities may arise. In these
cases, you are encouraged to call for personal assistance from the committee.
) When you contact the Lodge Resources Development Committee Chairman and
discuss with him your needs, he will act upon your request personally or refer it to
a committee member who, in turn will contact you. The name and address of the
Secretary, or the Inspector of your district.
We want to server you, please let us hear from you!
APPENDIX
APPENDIX
I SETIING UP THE LODGE ROOM
w
Set out the Tiler's Register, with a pen and write in the correct date and , if
appropriate, the type of meeting.
2.
Make sure that a Bible is available for investigation of visitors. Also have a
Monitor available for the Test Oath if required.
3.
4.
Set out the aprons for the members and visitors and members' name badges.
Set up the Officer's Jewels on the Master's podium in the following order, from
the bottom to the top:
a. Junior Steward
b. Senior Steward
c. Marshal
d. Junior Deacon
e. Senior Deacon
fChaplain
g. Secretary
h. Treasurer
i. Junior Warden
J. Senior Warden
k. Worshipful Master
5.
Set the Deacon's and Steward's staffs and staff bases.
6.
Place the American Flag in its proper place in the East, unless it is to be officially
brought into Lodge room in which case it should be located in the Tiler's room
ready to be brought in by the Marshal and Deacons (required at the November
Stated Meeting for election of officers).
7.
Put the Senior and Junior Warden's gavels and pillars on their respective
stations. The pillars are to be placed in a down position.
8.
Place the Altar cloth on the Altar with the Bible centered on its surface and the
Square and Compass on top of the Bible.
9.
Place the Lodge Charter in front of the Master's podium.
I 0.
Set out the officer's aprons on the chairs at their respective stations.
11 .
If it is a Stated Meeting and there is to be balloting, the ballot box should be set
on the floor at the North side of the Master's podium.
12.
For Degree nights, the cushions should be placed at the Altar. and the
candidate's paraphernalia. (cable tow, shoe, blindfold, and clothing), should be
placed in the preparation room.
APPENDIX
II - SUCCESSFUL LODGE ELEMENTS
Here are some elements of a "Successful Lodge". Measure your Lodge against
this list and see how successful your lodge is:
I.
OFFICERS:
Enthusiastic and energetic
Warm and friendly to everyone
Knowled_geable in their duties
Knowledgeable ofMasonry
Provide leadership by example
Able to communicate with people
Regular in their attendance
II.
MEMBERS :
Made to feel truly welcome
Regularly provided Masonic education & learning
Motivated and encouraged
Encouraged to participate in the functions of the Lodge
III. CO:MMITfEES:
Solid, active chairmen
Fully knowledgeable oftheir duties and responsibilities
Meet and report regularly to the lodge
IV. MEETINGS :
Well organized
Not lengthy or dull
Start on time
Presiding officer is the leader
Interesting to members
Always contribute to "making good men better"
V.
DEGREE WORK:
serious, without horseplay
APPENDIX
II - SUCCESSFUL LODGE ELEMENTS
Not len_gthy, well organized
Starts on time
Ritual properly executed
Always directed to candidate
Only one prompter
No sideline conversation, no distractions
VI.
PROGRAMS:
Well balanced for maximum interest and participation
Include both serious and social functions
Well planned, fast moving
Start on time
Well publicized within the membership
APPENDIX
III - AUDITOR'S DUTIES
1.
Spot check actual bills against disbursement sheets, vouchers and

endorsed checks.
a.
Audit Secretary's receipts and disbursements .
b.
Spot check the endorsement on checks to see where the money went.
2. Audit monthly reports to Grand Lodge.

a.
Masonic Foundationcontributions
b.
Candidates fees
c.
Membership report
3. Audit the Secretary's annual report to Grand Lodge.

a.
Report of Multiple members
b.
Report of Payroll
c.
Report of Dues Remissions
d.
Report of Life Membership Fund
e.
Report of Grand Lodge Members deceased du r ing the fiscal year
4.
Check Dues receipts and receipts for Masonic Foundation contributions.
5.
Check Minutes to see that all Applications have been read and were
referred to committee for investigation.
6.
Check Minutes to see if all Applications were either voted upon,

declared by the Master to be rejected or were withdrawn per HMC
Section 2 642.
7.
Check Minutes to see that the time that the meetings were opened and
closed were listed .
a.
If the Lodge has adopted the Uniform Code of By-Laws of Lodges,
check that the dates and opening times, so noted in the Minutes
for the Stated Meetings, agree with the required dates and opening
times stated in Article III. Section 1. of the Lodge's Constitution
and By-Laws.
8.
Check Minutes to see that the Master and Secretary have signed them.
APPENDIX
III - AUDITOR'S DUTIES
Check and see if all bills audited (it is not necessary to audit
fees paid to Grand Lodge) .
a.
Check Minutes to see if all audited bills were approved for

payment by a motion of the Lodge.
b.
Check all bills to see if they were a proper expenditure of the

Lodge.
c.
Check to see that the Treasurer issued a check or money order for
all bills approved by the Lodge.
d.
Check to see that the Treasurer is issuing receipts to the

Secretary for all funds received from him.
10 .
Check to see that the Treasurer and Secretary made a financial report
to the Lodge in February and August, as required by HMC Sections 2086
and 2548 respectively, and if a copy of the report was sent to the
Inspector.
11.
Spot check receipts and receipt numbers against actual money/checks

received and bank deposits.
a.
Spot check issued dues receipts against entries on the membership

books.
b.
Spot check issued Masonic Homes receipts against entries on the

Lodge Journal.
12.
Spot check cash receipts against entries on the Lodge Journal.
Audit the status of any established revolving funds - HMC Section 2300
($500 for the use of the Stewards or Junior Warden for refreshments,
and $150 for the use of the Secretary for incidental expenses}.
13.
Audit the expenditures of the Lodge to see that no more than thirty
per cent of its total revenue, derived from dues and fees plus net
~ncome from investments, were expended for the purposes of refreshment
and the promotion of fraternal intercourse HMC Section 2322.
14.
Check to see that a file has been established for each member of the
Lodge , showing dues paid, dates of affiliation and receiving of
degrees, offices held, etc. and that it is current and up to date.
15.
Check that at least two members of the Lodge must sign all checks
issued by the Lodge and that this provision is not being subverted by
having one of the members sign blank checks.
APPENDIX
III AUDITORS DUTIES
: c.
a =e
h ec k that both the Treasurer's and the Secretar y 's books balance and
agreement with each other and the bank.
Chec k the Lodge's Book of By-Laws to see that it is being signed b y

. ew members.
: 3.
Check to see if the latest version of the HMC and its supplement
available to the Master, Wardens and the Secretary .
APPENDIX
IV- PROGRAM RESOURCES
Here are some resources that you can use for your Lodge programs.
J. CJVJC:
Mayors office
Fire Department
Board of Supervisors
Gas Company
Teleohone Conmanv
Police Department
City Manager's office
Chamber of Commerce
Department ofWater and Power
II. BUSINESS:
Corporation Officers
Board ofRealtors Officers
Major Employers
Demonstrations (Cake & ice
cream decoration, etc.)
Professional Talks (Successes
& failures)
Department Store Presentations
(Fashion/make up trends, etc.)
Tourist & Convention Ceriter

Better Business Bureau
Trade Talks (history ofjewelry,
etc.)
Travel Agents
AirportNacht Club Officials
Airline/Steamships (Packing
demonstrations)
III. SCHOOLS:
Superintendent ofEducation
School Board Chairman
PrincipalNice Principal
University President
School Administration
IV. SPORTS:
Professional Team Public
Relations Officer
Coach (high school, college)
Athlete (high school. college)
Professional Athlete
Athletic Director
Sports Writer
V . ENTERTAINMENT:
Singers
Actors
Hypnotists
Sweet Adelines (comedy group)
Musicians
Magicians
Barbershop Quartets
(S.F.T.O.B.S.I.A.)
APPENDIX
IV - PROGRAM RESOURCES
High SchooVChurch
Dance Teams
(Glee Clubs/Choirs)
(Scottish Dancers, etc.)
Corporate Entertainers:
Shrine Chanters
(Urrion Bank Singers, General Telephone's
"General Happening". etc.)
VI. SPECIAL:
Speakers Bureaus
TV or Radio personalities
Sports Photographers
Hobbies (Trains, Stamps
Coins, Gems, etc.)
Chefs (Cooking demonstrations)
Toastmasters, Inc.
Newspaper Editor
Social Security Benefits
Camera Clubs (Films, Slides)
Studio Makeup Artists
VU, MEDICAL:
Specialists
Health Care Costs
Medical Insurance
Hospital Administrators
Exercise Programs
Medical!MediCal
VITI. FRATERNAL:
Layman's Night Committee
(speaker)
Shrine Chanters
Research Lodge Speakers

Scottish Rite Players
Research Lodge papers
APPENDIX
VI - POOR ATTENDANCE
There are many reasons why members no longer attend their lodge. Unfortunately,
most ofthem come down to a lack of involvement. They don't feel that they are
needed or wanted. Once a member has stopped attending lodge for any length of
time, it's very hard for him to go back. He no longer knows very many of the
members who are presently active and he has to re-establish a whole new set of
friends. The following are some reasons why your members might have dropped
out in the first place. By looking at your lodge objectively and seeing where you
can improve, you can make your lodge tum around and keep your members
attending.
REASONS KEEPING MEMBERS FROM AITENDING LODGE:

Meetings too long?
Meetings don 't start on time?
Uninteresting meetings?
Meetings conducted poorly?
Poor ritual on opening and closing?
Poor ritual for Degrees?
Lack of fellowship?
Unfriendly lodge?
Officers fail to greet all members and visitors?
Cliques?
Lack of harmony?
Meeting too short and not meaningful?
Lack of regular Officers?
Lack of enthusiasm?
APPENDIX
VI -POOR ATTENDANCE
Not enough social functions?
Wives and families are not involved?
No active participation by members?
Poor facilities?
Members can't hear proceedings?
Poor refreshments?
Other involvements?
Wife objects to member's attendance?
These are just a few of the reasons given for not attending lodge. If your lodge is
experiencing any of them , take the time to correct them when you are Master.
Once you have identified the problem - the rea] problem - you can begin to solve it.
Good luck!
APPENDIX
VII - WHAT ARE YOUR GOALS?
Before you can effectively start your planning you must establish some
goals that you want to accomplish during your year as Master. Do you want
to improve your Lodge? Do you want more of the same thing as last year or
do you want to go on to bigger and better things? The following questions
may help you to crystalize your thoughts towards the goals that you need to
set which will help you accomplish these improvements.
DO YOU WANT:
Better attendance at Stated Meetings?
Snappier, more business like meetings?
Better attendance at Special Meetings?
Improved Degree work?
Better Trestleboard?
Improved communications with all members?
Better social programs?
More social programs?
Better attendance at social programs?
Improved attendance at funerals?
More bretheren willing to visit the sick and shut-in?
Better and stronger Lodge committees?
Better Lodge officers?
More members willing to be Lodge officers?
Better organized committees?
Better organization between the elective line officers?
Better cooperation with the Secretary and Treasurer?
Improved ability to maintain new candidates?
Better Candidates' Coaches?
More Candidates' Coaches
More Candidates?
More speakers on Masonic education?
APPENDIX
VII - WHAT ARE YOUR GOALS?
Improved physical conditions for the Lodge building?
Improved support for Masonic Homes Contributions?
Improved support for the Masonic Foundation?
Better Hiram Award programs?
Better Layman's Night program?
A more involved membership?
A lodge that is fun to belong to?
The friendliest Lodge in town?
A Lodge that involves the family?
A Lodge where you can be recognized for your efforts?
A Lodge where the members feel that they have something to contribute?
To establish a feeling of camaraderie among the officers corps?
clique)
(Not a
To present 25 year pins to all members that are qualified?

To have "Bang-up" Past Master's night?
To plan better entertainment?
Hopefully some of these questions will help you to establish the goals that
you want to accomplish for the Lodge during your year as Master.
APPENDIX
VIII - HOW TO PLAN A PROGRAM
Here is a step by step procedure that you can use to help you put together
a program for your lodge. This procedure can be used for any program. For
the purposes of the example a Hiram Award program has been used. Be sure
to contact the various Grand Lodge committees for help with any programs
that you may want to put on (Constitution Observance, Public Schools, Youth
Orders, Layman's Night, Widows- to just name a few). Many of them also
have planning procedures that they have tailored for their programs.
A.
Select a committee for the program. Note: The committee may already
exist. For example, the Entertainment committee could handle a
Sweetheart's Night program while the Public Schools committee could
handle the planning for a Public Schools program during Public Schools
month. For the purposes of this example, it is assumed that the Hiram
Award Committee has already selected the candidate and that a seperate
committee has been selected to plan and execute the program.
B.
Give the committee some specific tasks that you want accomplished.
For example, you might want the Entertainment committee to plan a
program for a specific date that would bring in the widows of the
lodge, recognize them and provide some entertainment that would
interest all the members of the lodge.
C.
Let the committee plan the event and rep o r~ back to you with their
plans. Their plans should be completed wi thin 60 - 90 days prior to
the event and should include the following:
1.
LOCATION: If your lodge dining room is too small for the

anticipated crowd, don't hesitate to find a larger place.
However, one of the advantages of having the program in the lodge
temple is to bring in and acquaint outsiders with Freemasonry and
particularly with your lodge. This gives you an excellent
opportunity to show off your lodge to non-Masonic guests.
2.
MENU: The menu for a special event, like a Hiram Award

presentation, should also be special. Make sure that your
committee understands this. But don't lose sight of the cost. If
the dinner is too expensive, you may have some members who would
like to attend but can't because of the expense.
3.
PUBLICITY: Articles should be planned to be inserted in the

trestleboard for at least two months prior to the event. In
addition, particularly for a Hiram Award, your committee should
plan on having one article submitted to the local newspaper.
(Check with your Grand Lodge Public Information Committee for
sample articles and help with this publicity.) For any activity
honoring a member of your lodge, whether its a Hiram Award, 50
year pin or other, you should take into account any contacts that
the recipient has outside of Masonry and be sure to send them
notice of the event with an invitation to attend.
APPENDIX
4.
PHOTOGRAPHER: An experienced photographer should be selected for

the program. He should take photos of the activities taking place
in the dining room as well as during the presentation itself.
Copies of the photos should be given or made available to the
recipient. Good contrast black-and-white prints can be sent to
your local newspaper and to the California Freemason magazine for
inclusion with a small article telling about the recipient and his
award .
5.
ENTERTAINMENT: The main event for a Hiram Award is the

presentation of the award to the recipient. However, you should
prearrange with several members of the lodge and some of his
friends to be prepared to talk about him. you might even roast
him. Depending upon how long he has been in the community and a
member of the lodge, you might seperate the speakers into
different time periods, his early high school days, recollections
of his first days as a Master Mason, his involvement with his
work, his activities on behalf of the youth orders, his church or
synagogue activities and of course what he has been doing for the
lodge. Unless you know the speakers personally, and whether or
not they will be entertaining, you should limit .them to about five
minutes each. There is nothing more boring than having to listen
to someone drone on and on about past events. Sometimes, of
course, you want more if the speaker is dynamic and funny. But
it's always better to leave the audience wanting more than wishing
they had never come.
6.
MASTER OF CEREMONIES: The Master of Ceremonies should be dynamic

and entertaining and someone that the lodge members look up to.
If possible he should know the recipient intimately so that he can
relate to the stories being told by the speakers.
7.
DECORATIONS: The dining room as well as the lodge room should be

decorated for the event. This provides another opportunity to
involve additional men, and their wives, in the program.
(If you
have divided the speakers into different time periods, you might
use decorations that suggest these different periods in the
recipients life.)
8.
SET UP AND CLEAN UP: The Steward's Committee should be used to set
up and then, after the program is over, to clean up all of the
tables and the dining room. This will reinforce the members with
the feeling of helping the lodge and again give another committee
something to do.
9.
SERVERS: Call on one of your local Masonic Affiliated Youth Groups

to help serve the dinner. In this way they will also feel a part
of the program . NOTE: The Stewards should oversee the serving.
APPENDIX
10.
RESERVATIONS: It is suggested that reservations be taken for the

dinner with a cut-off date one week prior to the event. In this
way you will be able to correctly plan for the number of dinners
required for the evening and the members will be making a
commitment to attend the program. If you leave the cut-off date
until the night of the program, you won't know how many dinners
to prepare for. Worse than that, if something better comes alon;
TV show or football game, etc . , your members won't feel committed
to coming to the lodge program and will probably stay home or go
to the game. The reservations should probably be handled by the
Sr. Steward.
11.
HIRAM AWARD CERTIFICATE: The Hiram Award selection committee

should request a certificate from the Grand Secretary. A brief
history of the recipient, $1.00 and the intended date of the
presentation must accompany the request. (After the certificate
has been received, it must be suitably inscribed and framed. Make
sure that this is done before the night of the presentation).
12.
AGENDA: The committee should put together an agenda for the

evening; outlining the events that will take place, from the
entrance of the lodge officers prior to the dinner, to the
presentation of the award. A sample agenda follows:
a) 6:30 P.M. - Entrance of Lodge Officers into the dining room.
b) 6:35 P.M. - The Worshipful Master raps the audience up and asks
the Chaplain to give an invocation.
c) 6:40 P.M. - Dinner is served (Head table is served first. It
should be made up of the recipient, the Worshipful Master, the
Master of Ceremonies, any visiting dignitaries and the Chaplain
and their guests .. The Wardens and any other officers can be
added as room permits.)
d) 7:30 P.M. - The Worshipful Master introduces the head table and
the Lodge Officers. (This should be done in the dining room
coincident with the members and guests finishing their deserts.
Just prior to the introduction of the lodge officers , he could
introduce the Past Masters of the lodge if he so desires.)
e) 7:40 P.M . - The Worshipful Master invites everyone to adjourn to
the lodge room where the rest of the program will take place.
f) 8:00 P.M. - The Master of Ceremonies introduces the Worshipful
Master who gives a short welcoming address to the members and
their friends.
(Be sure that you have a good public address
system and that it is in good working order.)
APPENDIX
g.)
8:05 P.M . - The Master of Ceremonies asks for the American Flag
to be presented at the altar.
(This is another good place to
use one of our Masonic Affiliated Youth Groups.) The Flag is
then placed in its proper place in the East.
h)
8:10P.M. -The Master of Ceremonies individually

each of the speakers for the evening and, as they
introduced, invites them to come to the podium to
should have no more than 6 or 7 speakers for this
program. Too many will drag the evening out.)
i)
8:50 P.M. - The Master of Ceremonies introduces the Grand Lodge

representative (with a brief summary of fraternal background
where appropriate) who will give a summary of "What the Hiram
Award is all about."
j)
9:00 P.M. - The Grand Lodge representative hands the framed

certificate to the Worshipful Master who makes the presentation
to the recipient. After the Master has presented the Hiram
Award to the recipient, he requests all other Hiram Award
recipients who are present to rise and to be recognized. He
then gavels and has all Masons rise to greet the honored guest
by a battery of three-times-three.
k)
9:10P.M. -The Master then asks the recipient if he has any

remarks that he would like to make.
1)
9:30 P.M. - After the remarks of the recipient, the Master

thanks a l l the committees that made the evening possible and
everyone for coming. He then asks the Chaplain to give a
benediction, which closes the program .
introduces
are
speak.
(You
part of the
This procedure can be modified to accommodate any of your other programs

that you want to put on. In place of the speakers for the evening
substitute your entertainment. To make the evening less formal, leave out
the introduction of your Lodge Officers and the presentation of the Flag or
have a Pot-luck in place of the "special" menu for the evening. Whatever
you do remember the five "P's" of planning.
- PRIOR PLANNING PREVENTS POOR PERFORMANCE -
RESPONSIBILITIES OF THE WORSHIPFUL MASTER
There are many tasks for which the Master is responsible. These range from the
ritual performed in the lodge to the tasks performed by each of the committees.
However, there are some tasks that only the Master can perform with credibility.
For example, although the Master is responsible for the 3rd Degree Lecture anyone
that is qualified can give it. This is not true of the ritual that follows,
welcoming the newly raised Mason to the Lodge and inviting him to sign the Lodge
By-Laws. In this case, only the Master should give this part of the ritual.
Similarly, although any Mason can, and should, visit a sick or disabled brother,
only the Master can effectively represent the Lodge. The following is a list of
some of the tasks that you should consider priority items that only you should
perform as Master of your Lodge. No one else can substitute.
1.
Writing the Master's message in the trestleboard.
2.
Visiting a sick or disabled brother. It is not important that you know

the man, or that he knows you, but what is important is that you - as
Worshipful Master - have taken the time to visit him.
3.
Visiting a newly widowed wife of a deceased member. Again, it's not

important that you know her, only that you have taken the time - as
Worshipful Master - to visit her.
4.
Welcoming all visitors to the Lodge.
5.
Welcoming the newly raised brother to the Lodge and inviting him to sign
the Lodge's By-Laws.
6.
Following up on all committee assignments to ensure that the committees

are working on the assigned tasks and are performing them in a manner
that meets with your satisfaction. It's important to delegate, but it's
more important that you follow-up on all of the assignments that you have
made.
7.
Generating the Annual plan and budget and seeing that they are updated
periodically as the year progresses.
8.
Appoint the investigating Committee for an applicant.
9.
Lending an understanding ear to the Bretheren of the Lodge.
Don't be caught short using your valuable time performing tasks that could be
better handled by another member, while letting those tasks that should be
performed by you, as Master of the Lodge, fall by the wayside.
THE TEAM MANAGEMENT ADVISORY COMMITTEE
This is a program that has been successfully used by Lodges in Canada.

is presented here for your information and usage.
WHAT:
It
A committee, consisting of not more than eight members,

which is established to work with, and assist the
Worshipful Master in the running of the Lodge.
MEMBERSHIP:
MANDATORY
Worshipful Master, Senior and Junior Wardens.
OTHERS
Appointed by the Worshipful Master: based upon skills

knowledge, credibility and/or expertise. The number in
this category should be at least three and should
include, if qualified, at least one young "side-liner",
along with one Past Master.
AD HOC
Committee Chairmen, other officers, Past Masters and/or

members with special skills may be invited to attend
meetings for specific reasons, projects, programs or
events as required.
CHAIRMAN:
To be appointed by the Worshipful Master.
TERM:
The Committee should be. appointed annually with a maximum

of three years' membership for any one member. The
incoming Worshipful Master should plan personnel changes
to ensure continuity.
COMMITTEE OBJECTIVES:
To support and reinforce the Worshipful Master in the
management of the affairs of the Lodge by bringing to
bear skills and expertise available from Lodge
membership.
To identify areas for improvement in the affairs of the
Lodge and to put forth ideas and suggestions to the
Worshipful Master for making improvements.
To reinforce and supplement the well being of the Lodge
by widening the scope of membership involvement and
assisting the Worshipful Master and Wardens when making
appointments for various offices and committees.
To critique Lodge programs such that they meet intended
objectives while holding appeal to the membership at
large.
122
THE TEAM MANAGEMENT ADVISORY COMMITTEE
To consider problems facing the Lodge and recommend

solutions and/or committees, task groups or projects,
including the arranging for periodic surveys of Lodge
members to ascertain their skills, interests,
availability, etc.
To stimulate effective and meaningful communication
throughout the Lodge membership.

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Lodge Le Progres de l'Oceanie

The purpose of this handbook is to assist you in making your year as

possible for you and the brethren of

This can best be accomplished by preparing for this special

event well in advance of the date the gavel is passed on to you.

The success that

Often those who are given this rare

You will find your term of service

We hope that this handbook, which has been

It is meant to serve as a guide and working tool to help you

YOUR LODGE RESOURCES DEVELOPMENT COMMITTEE

WHY IS AN ANNUAL PLAN NECESSARY?

WHEN DO YOU DO YOUR PLANNING?

HOW IS ANNUAL PLANNING DONE?

List all activities that are traditional to your Lodge - these

Dates should be selected for all of these events and they

Finally, coordinate your important program dates with the other

Fixed Costs or Non-discretionary Expenses

Non-Fixed EXPenditures or ProWJliD Budaet

Facility rental costs (building or lodge room, speaker's podium,

Matchina Proaram Costs and Available Resources

Would the majority of the members be likely to attend? (Are most of

income and cannot afford functions that are too expensive.)

Finally, you must estimate the value, or benefit to the membership of a

Alternate Means ofProaram Fundjn~

Finalizing the Plan

WHAT ARE THE JOB REQUIREMENTS?

WHO SHOULD YOU ASK?

GRAND LODGE F. & A. M. OF HAWAil

SPECIAL DUTIES OF THE OFFICER IN CHARGE:

If a visitor asks to take part in the work, extend a most cordial

POWERS (HMC Section 2526)

Congregate his Lodge whenever he deems it proper;

Discharge all the executive functions of his Lodge; and

It shall be the duty of the Master to:

Preside at all meetings of the Lodge;

Appoint those officers as provided for in the By-laws;

Appoint a chairman to coordinate with the Grand Lodge Committees on

Attest at each Stated Meeting ofhis Lodge all minutes or records of

Provide for this instaHation of his successor.

To prepare the Lodge's Annual Plan.

To prepare the Lodge's Annual Budget.

To prepare the Master's Trestleboard articles.

To ascertain the date for the Inspector's Official Visit.

To appoint the Investigating Committee brethren as required.

To be responsible for all Lodge committees.

To prepare an agenda for each Stated Meeting.

To appoint the following committees for the Lodge:

Audit (HMC Section 2086, Art. X Sec. 2)

To attend the District Officers' Association Meetings (CMC Section 4020-C)

To learn the ritual for conducting Stated Meetings;

To learn the ritual for receiving Grand Lodge representatives (Inspector,

To learn the funeral ritual and to conduct funerals;

To conduct degree practices for officers of the Lodge;

To take charge of all Third Degrees.

To be responsible for the coaching of all Candidates;

To select qualified Brothers to coach candidates;

To serve as Chairman of the Public Schools program;

To prepare the Senior Warden's Trestleboard articles;

To serve as an ex-officio member of the Budget Committee;

To consider brethren to be appointed to the line during your year as Master

To consider brethren to be appointed as Chairmen of committees and