Long Range Plan

Recognizing that Frank S Land Lodge #313 cannot continue relying on the ongoing efforts of just a handful of its members, that the Lodge could not continue to run on enthusiasm alone, and that there is continuing benefit to be gained by developing programs which have more than a one year life span, The Then Worshipful Master, Frank Rinehart appointed an ad hoc committee to assist in the development of a Long Range Plan. This committee was comprised of the progressive line (the Wardens, Deacons, and Stewards), and chaired by The Then Senior Warden, Jim Mendoza. By forming the committee in this manner, it was felt that the commitment to and support of the development and execution of the Plan would be secured. To assist in its mission, the committee sent out a survey asking the membership several thought provoking questions.

At subsequent planning meetings, the committee distilled the thoughts of the brethren, and began the process of building a plan coordinated around the eight “Pillars for Progress” as defined by the Grand Lodge Long Range Plan. These Pillars will be the “supports,” which will lead to the achievement of the ultimate Vision.  To review, the “Pillars for Progress” are (in no particular order): Lodge Organization, Education & Training, Technology, Family Involvement, Fraternalism, Public Relations, Community Relations, and Cooperation with Concordant Orders.

The next effort was to define the Vision for Frank S Land Lodge #313 for the next five years and beyond. The inspiration of the FSL Vision Statement can be found in the Vision Statement of the Grand Lodge of Washington:

Freemasons of Washington will be recognized as a relevant and respected Fraternity, committed to attracting and retaining all men of high quality, who strive for self-improvement and the opportunity to make a positive difference in their community.

The Vision for Frank S Land #313 is as follows:

 "To be recognized as a fraternity of enthusiastic, innovative, and forward thinking men - united in fellowship and service, dedicated to mutual self-improvement, and committed to making a positive difference within our communities, especially for our youth."

 The plan was then reviewed to ensure that it was in line with the Vision of the Lodge.

Our Long Range Plan is intended to be a living document, to be updated on an annual or more frequent basis throughout its life. The Long Range Planning Team will continue to solicit input from all brethren so that timely changes may be made to assist in achieving our Vision. As such, a Long Range Planning Committee needs to be a standing committee of the Lodge. Furthermore, those aspiring to the office of Worshipful Master must be a complete and total supporter of the Long Range Plan and the Vision for the Lodge. It is true that every Worshipful Master has a desire to make his “own mark” on the Lodge. This Plan is not meant to preclude that; however, it must not be at the expense of the Plan.


Pillar 1 Lodge Organization

Objective: To develop a program to ensure maximum success.

Ø  The progressive line will be defined as the Worshipful Master, Senior and Junior    Warden, Senior and Junior Deacon, Senior and Junior Steward

Ø   Worshipful Master

·   Runs the Lodge and business meetings. Sets the agenda for those meetings, providing same to the brethren, keeping things tight and focused.

·   Oversees the monthly entertainment and the chairmen of those events

·   Term Trip: If he decides on such an event, he determines where and oversees its organization.

Ø   Senior Warden

·  Assist the Master in Lodge program, events, and activities as the Master may request.

·   First Degree team

·   Oversees all fund raising programs and major events of the term.

Ø   Junior Warden

·   Membership cultivation, and retention

·   Second Degree Team

Ø  Secretary

·   Books, records, and reports of the Lodge

·   Determine those supplies that are needed to ensure the proper administration of the Lodge, procure then inventory such

·   Keeping and updating the event bibles for Lodge events

Ø  Treasurer

·   Lodge funds and investments

Ø  Appointed Officers (The officers should consider themselves “chairman” and as such work with the Worshipful Master in determining which brethren would be the best available in helping to accomplishing the assigned task.)

·   Senior Deacon: Third Degree Team

·   Junior Deacon: Proficiency of new members

·   Senior Steward: Candidate orientation and member coaching

·   Junior Steward: Annual summer family picnic

·   Chaplain: Disbursement of Almoner’s Fund

·   Marshal: Sweetheart’s Event

·   Tyler: Total Testosterone Event

Ø  Budget Committee: Composed of the newly elected officers of the Lodge. IE: Worshipful Master, Senior & Junior Wardens, Secretary, and Treasurer. Function: From the time of their election until the end of the year, this committee’s responsibility is to prepare a budget for lodge activities and events. This budget shall be an outline of the expenses and expected income of each individual event that will be carried out in the year. This budget shall be reviewed and accepted by all appointed chairmen and the lodge as a whole.

Ø  Executive Committee: This committee shall be composed of the elected officers of the lodge. Function: Review lodge activities, events, and expenses during the year.

Ø  Long Range Planning Committee: This committee is composed of the Senior Warden (as chairman), Junior Warden, Senior and Junior Deacons, Senior and Junior Stewards. Function: maintain and monitor the Long Range Plan and each year update it based on surveys of the Lodge members. This committee shall be responsible for an exit interview of the chairman of each event. Such exit interview will be to determine the pros and cons of an event and to determine what if any changes will be proposed to the new chairman.

The Worshipful Master with the counsel of the Executive Committee shall appoint chairmen of fund raising or event activities. These committees shall be comprised of a minimum of three members: a chairman who will serve for one year; a vice chairman who will serve for two years succeeding to the role of chairman in his second year; a member at large who will succeed to the role of vice chairman in his second year, and chairman in his third year. Future appointments to committees will be made with this succession plan in mind. All event chairmen shall report to and be responsible to the Senior Warden. The following events and activities will report to and be the responsibility of the Senior Warden:

Ø  Crab Feed – annual fund raising activity

Ø  Husky Booth – annual fund raising activity

Ø  Super Bowl Party – a family event for which there will be a charge; however, it is not primarily considered as a fund raising activity.

Ø  Table Lodge – an educational event for which there will be a charge.

Ø  Chevalier Observance – an annual obligatory event, either a luncheon or a dinner for which there will be a charge.

Ø  Golf Tournament – annual fund raising activity

Ø  Begin “talking about” the event 120 days in advance

Ø  Begin marketing of the event 60 days in advance


Pillar 2: Education & Training

Objective: To give to the membership “good & wholesome” instruction and develop leaders for the future.



Pillar 3: Technology

Objective: To maximize the tools available to enhance the Lodge experience



Pillar 4: Family Involvement

Objective: To ensure that the Lodge remains family friendly



Pillar 5: Community Involvement

Objective: To develop a “public face” for the Lodge


·    Answer phones at PBS during pledge break

·    Use prepackaged community programs (Northwest Bookshelf, 55 Alive), coordinating efforts   with other Lodges where possible.

·    Have post meeting programs that are open to the community, especially the residents of the MRC.

 Note: Considering the demographics of the Lodge, it was determined that community should be defined as the Masonic family, the Masonic youth groups, the residents of the MRC, the city of Des Moines, the communities in which each member lives, and causes they serve.


Pillar 6: Fraternalism

Objective: To maximize the brotherhood of the fraternity



Pillar 7: Public Relations

Objective: To let the community (internal & external) know what we are doing and what we are about. The Worshipful Master will appoint the chairman of the public relations committee with the counsel of the Executive Committee. Note: Considering the demographics of the Lodge, it was determined that community should be defined as the Masonic family, the Masonic youth groups, the residents of the MRC, the city of Des Moines, the communities in which each member lives, and causes they serve.



Pillar 8: Cooperation with Concordant Orders

Objective: To become involved in the Craft




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