1. 9/2/2015 LODGE ANTIQUITY NO 1 PROPOSED STRATEGIC PLAN By Jerome Reid

2. 9/2/2015 Background t Why have a Strategic Plan –Repeated requests from members to improve quality/ substance of meetings –Improve standard of ritual –Get more enjoyment / education from meetings –Increase membership without compromising the tenants of the craft –Improve standard of education for new Masons

3. 9/2/2015 Vision Statement t Share freemasonry through learning and living.

4. 9/2/2015 Mission Statement t Provide a professional, caring & friendly lodge where all brethren can grow as men and Masons.

5. 9/2/2015 The Team t Ably lead by the worshipful master t Carefully guided and educated by the senior brethren t constantly reviewed and quality controlled by lodge management committee (LMC)

6. 9/2/2015 Lodge Summary t Past –Characterised by premiere history, large and active membership and the provision of a social and fraternal hub, high standard of ritual. t Present –Solid core of members, excellent outlook with a family orientation, dwindling membership, decline in attention to detail paid to ritual t Future –What we make of it.

7. 9/2/2015 Opportunities t To insure the survival of Lodge Antiquity No 1 t Increase membership t Strive for excellence in every facet of operation t Provide an optimal opportunity and venue for the Masonic growth of members

8. 9/2/2015 Key Performance Indicators t Professionalism –Efficient conduct of lodge business –Yearly work forecast and plan for the conduct of the lodge –Proficiency in ritual at all levels –Development of a Lodge Antiquity Masonic Education Journal –Development of a succession plan

9. 9/2/2015 Key Performance Indicators t Friendship and Fraternal Goodwill –Organised fraternal visits –Host officers –Development of a lodge brochure –Gifts for selected visitors and fraternals (plaques) –Entertaining and affordable souths

10. 9/2/2015 Key Performance Indicators t Caring –Fundraising for charity –Caring officer’s role re-evaluated –Organised charitable activities concerts for the aged and infirm, refugees etc visits to hospitals and Masonic homes

11. 9/2/2015 Goals & Objectives t Short-term and Long-term goals with measurable outcomes t Short-term (12 months) –Implement recommendations, monitor and report back with progress t Long-term (3-5 years) –Improved membership, quality Masonic education initiatives, a relevant and salient place in society.

12. 9/2/2015 Resource Requirements t Technology - available within current lodge membership t Personnel - re-vamping of the extant LMC role t Resource - gracious outlay of knowledge from brethren, some financial outlay (TBC) from lodge, limited lodge time. t External Requirement -Tap into Grand Lodge resources for lodges of excellence

13. 9/2/2015 Risks & Rewards t Risks –loosing some degree of flexibility –potential for alienating long serving members t Addressing Risk –Effective change management - engage all members on a fair and equitable basis during development phase t Rewards –Ensuring the survival of Lodge Antiquity and furthering the craft.

14. 9/2/2015 Strategic End State t Professional and well conducted meetings t yearly forecast of lodge activities t Comprehensive plan for Masonic education of lodge members t Proactive and caring lodge culture t excellence in all facets of lodge operations

15. 9/2/2015 QUESTIONS