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The Masonic Builders - Founded 2001 - A Society For Masonic Revitalization |
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COMMITMENT TO EXCELLENCE (CE) CE Document Appendix B-2. Analysis (Of Self-Audit Questionnaire) Note: After You Have Collected Information From Questionnaire - It's time to Analyze What Your Answers Mean.
2.2 Analysis of the Situation 2.21 S.W.OT - Strengths & Weaknesses (of Lodge) to address Opportunities & Threats discovered in your Situation Analysis Questionnaire 2.211 Introduction to Analysis of the Lodge Situation The previous questions exercised in your ability to self evaluate your Lodge. If it stops there much will have been accomplished, but will only go part way into the reason for this exercise. You must now take the information that you have developed and use it when you actually create your strategic and tactical plans. Your honest self-evaluation of your current lodge situation provides the raw material to permit your Lodge to revitalize and prepare itself for the challenges of the new century. New ideas and fresh approaches to old problems must be developed. This is not an exercise that can be done for you. Your Lodge Programming Coordinator can be of immense help in that he has resources available to him to assist you. Fundamentally, these changes must come from within, created by visionary leaders. “The problems that we have today will not be solved by the current ideas and methods we have in place. The solutions will come from a fresh and different approach, often by new people with new ideas”.
2.212 Definitional Guidelines to Help the Lodge Identify Opportunities & Threats Opportunities Opportunities can be defined as an area of customer/member need in which the Lodge can best offer services that generate Member/Constituent VALUE. Also, opportunities refer to Lodge operational areas that can be improved. Opportunities can be classified based on: 1. Attractiveness --Does the potential opportunity fit the Lodge’s Mission statement? Does it have growth potential, large enough size, and is accessible to communication (promotion) efforts 2. Success Probability -- Does my Lodge have the organizational strengths (resources) to implement the key requirements to be successful in the opportunity area? Probability is a rough and intuitive estimate – for example: “My Lodge has a 70% chance of being successful in this opportunity area.” Or more loosely, “ My Lodge has a High chance.” A Thinking Matrix to Analyze each Opportunity Identified (After listing all identified Opportunities – place them in the appropriate box - High or Low for both Attractiveness & Success Probability)
Threats Threats can be defined as a challenge posed to your Lodge by an unfavorable trend or development. Threats generally lead to deterioration in some key area that your Lodge considers important to success. Threats can be classified based on: 1. Seriousness -- This is a judgment call- High or Low 2. Probability of Occurrence -- Again, a judgment and probabilities can be intuitive - High or Low A Thinking Matrix to Analyze each Threat Identified (After listing all identified Threats – place them in the appropriate box- High or Low for both Seriousness and Probability of Occurrence).
2.213 Before You Begin Listing Opportunities & Threats – Some General Thoughts On Some Key Success Areas For Your Lodge Leadership - What do we have to do to get men interested in being a leader in our Lodge? Is being in line the only way a man can participate in leadership? What are our attitudes towards our leaders and how does this reflect on our members’ willingness to participate in the process? Membership - What is the relationship between new members, finances, activity, ritual proficiency and leadership? What are the membership goals of the Lodge? What do we have to do to reach these goals? To what level can we permit our membership to fall before we no longer can function as a Lodge? Are we willing to accept new members with new ideas? How many candidates per year do we need in order to reach our membership goals? Are we prepared to do the added ritual work necessary for these new candidates? Ritual - Do we have the systems in place to increase our ritual proficiency? If we are very proficient are we helping those Lodges that aren’t? If we’re not proficient, are we getting help when we need it? If we’re not ritually proficient what are we doing about it? If we can’t make new Masons ritually maybe we should consider giving up our charter and becoming a square club! Programming & Special Activities - What programs from the Grand Lodge will help us reach our objectives? Do we have better ideas that we can implement? What is our place in this community? What community and social programs could we have that would expand the participation of our membership and increase the awareness of Freemasonry in a positive light? What family social activities would bring out a new group of members that we don’t normally see? Could we join with other local Lodges in these activities? Committee Structure - Do we have a handle on the talents of our members? What expertise is out there that could be used for the benefit of the Lodge? Have we asked our members, not just those that come to ritual meetings, to do work? Are we getting new ideas from our new members or do we just expect them to fit in? Communications - How can we better get the word out of our activities, successes, plans, etc.? Are we using the most modern and cost effective techniques available to us today? Are we using the Trestle Board to motivate as well as inform? What does the look of our Trestle Board have to say about our Lodge? Financial - Where are we financially? How can we better use our assets to move the Lodge forward and reach our objectives? Do we charge dues in relation to what we need, what we deliver, or what a few vocal members say they will pay? 2.214-Let’s Begin – List Your Opportunities & Threats (These Were Discovered in your Self-Audit Questionnaire) 2.2141 Opportunities – (Thinking of your Questionnaire Answers – Brainstorm and list all opportunities that come to your mind). Use the Lodge Planning/Execution Model (Appendix C – 3.1) categories as a guide to your thinking. Write your Opportunities under each category (Each question in your questionnaire followed these same categories as listed below): EXTERNAL Environmental Variables – Lodge Leadership must ask questions about:
1. Demographic & Psychographic External Variables
2. Competition & Partnerships External Variables
3. Economics & Growth External Variables
4. New Knowledge & Technology External Variables
INTERNAL Organizational Variables – (Note: Visit the Lodge Planning/Execution Model in Appendix C-3.1)
1. Organizational Guidance System – This is the North Star that is the long-term guidance for the development of each year’s annual tactical Performance Plans. There are three parts to the guidance system: (a) Core Ideology (Mission/Values), (b) Vision and (c) Strategy
* Core Ideology - Core Mission/Purpose
- Core Values
* Envisioned Future - BHAG –“Big Hairy Audacious Goal”
- Vivid Description of Desired Future
* Strategy - Strategic Themes (General Key Success Goals your Lodge pursues)
- Strategic Actions (Actions to achieve 5 year-long-term goals)
2. Performance Outcome Objectives, Actions & Measures – This is the day-to-day actions that a lodge accomplishes. Normally, the new W.M. develops an Annual or Tactical Plan for his year. This Performance Plan is equivalent to an Annual Plan (Again see the Lodge Planning/Execution Model in Appendix C-3.1). There are four parts to the Performance Plan: (a) Knowledge & Skills Activities, (b) Constituent Care Activities, (c) Internal Lodge Processes, and (d) Resource Activities.
* Knowledge & Skills
* Leadership
* Ritual
* Ongoing Masonic Education
* Constituent Care
* Membership Statistics & Analysis – Internal Members
* Programming - External Stakeholders
* Internal Lodge Processes
* Lodge Organization & Committee Structure
* Communications
* Resources
* Loyalty/Commitment Resources - Members/Leaders
* Financial Resources – Operational and Long-Term Investment
* Technological Infrastructure of Lodge
2.2142 Threats – (Thinking of your Questionnaire Answers – Brainstorm and list all Threats that come to your mind). Use the Lodge Planning/Execution Model (Appendix C-3.1) categories as a guide to your thinking. Write your Threats under each category (Each question in your questionnaire followed these same categories):
EXTERNAL Environmental Variables – Lodge Leadership must ask questions about:
1. Demographic & Psychographic External Variables
2. Competition & Partnerships External Variables
3. Economics & Growth External Variables
4. New Knowledge & Technology External Variables
INTERNAL Organizational Variables – (Note: Visit the Lodge Planning/Execution Model in Appendix C-3.1)
1. Organizational Guidance System – This is the North Star that is the long-term guidance for the development of each year’s annual tactical Performance Plans. There are three parts to the guidance system: (a) Core Ideology (Mission/Values), (b) Vision and (c) Strategy * Core Ideology - Core Mission/Purpose
- Core Values
* Envisioned Future - BHAG –“Big Hairy Audacious Goal”
- Vivid Description of Desired Future
* Strategy - Strategic Themes (General Key Success Goals your Lodge pursues)
- Strategic Actions (Actions to achieve 5 year-long-term goals)
2. Performance Outcome Objectives, Actions & Measures – This is the day-to-day actions that a lodge accomplishes. Normally, the new W.M. develops an Annual or Tactical Plan for his year. This Performance Plan is equivalent to an Annual Plan (Again see the Lodge Planning/Execution Model in Appendix C-3.1). There are four parts to the Performance Plan: (a) Knowledge & Skills Activities, (b) Constituent Care Activities, (c) Internal Lodge Processes, and (d) Resource Activities.
* Knowledge & Skills
* Leadership
* Ritual
* Ongoing Masonic Education
* Constituent Care
* Membership Statistics & Analysis – Internal Members
* Programming - External Stakeholders
* Internal Lodge Processes
* Lodge Organization & Committee Structure
* Communications
* Resources
* Loyalty/Commitment Resources - Members/Leaders
* Financial Resources – Operational and Long-Term Investment
2.215 What to Do With Your List of Opportunities and Threats (Appropriately place them in the Analysis Matrices): 2.2151 Opportunities
2.2152 Threats
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