SECRETARIES’ CONFERENCE 1 July 2017
Strategic Plan: Vision 2025 Good men who support each other, their families and their communities. We believe in a community built on true friendship, compassion and honesty.
Strategic Plan To Build the Brand fo� Toda�’s Ma� Key Measures: 2018 2020 2025 Positive Media Exposure $850,000 $1m $2m (independent value of how much we would need to pay for editorial media) 20,000 30,000 40,000 Social Media Engagement (followers/connections/fans) 70,000 85,000 100,000 Unique Website Visits (2016: 56,000)
Strategic Plan To Attract Membership by Engaging Toda�’s Ma� Key Measures: Attract Members 2018 2020 2025 8,800 9,000 10,000 Member Numbers (April 2017 9,300) 67 65 63 Average Age (April 2017 67) Retention Rate 93% 94% 95% (April 2017 90% - 3% deaths, 6% resign, 1% excluded) Average Lodge Meeting Member Attendance 55% 60% 65% (April 47%)
Strategic Plan To Refine the Member Experience Key Measures: Membership Experience 2018 2020 2025 30 30 30 Net Promoter Score (willingness to recommend membership)
Strategic Plan To Further enhance Capacity for Compassion Key Measures: Compassion and Philanthropy 2018 2020 2025 80 60 Lodge of Transition 30 December 2016: 171 100 70 50 Exclusions for non-payment of fees (April 2017: 132)
Strategic Plan To Strengthen the Organisation to Enable the Change Process Key Measures: Organisation for Change 2018 2020 2025 Staff Satisfaction (30%) 36% Baseline 45% Baseline 54% Financial Delivery to Budget Delivery to Budget Delivery to Budget Property Portfolio Delivery to Property Plan Delivery to Property Plan Delivery to Property Plan Investment Portfolio Delivery to Investment Plan Delivery to Investment Plan Delivery to Investment Plan Eastbourne Project Delivery to Project Plan Delivery to Project Plan Delivery to Project Plan
Getting Involved Our members are pivotal in this strategy as it can only be achieved for members with member engagement Member commitment in supporting the strategies and objectives are fundamental. • E��od� the p�i��iples of F�ee�aso��� as a �ole �odel to the �o��u�it� Members •A�ti�el� �o�t�i�ute to a g�eat �e��e� experience. Do not tolerate The Cringe factor •Talk to �ou� fa�il�, f�ie�ds a�d a��uai�ta��es a�out F�ee�aso��� •Ai� to att�a�t a �e� �e��e� fo� �ou� Lodge t�i�e a year •Appoi�t a Lodge E�gage�e�t Offi�e� •E�su�e all I�itiates ha�e a pe�so�al Me�to� a�d a�e i��ited to e�e�� so�ial/south •E�su�e that the Lodge Al�o�e� �o�ta�ts those that �a��ot atte�d Lodges •Meet a�d talk to all �e� I�itiates at e�e�� �eeti�g •E�su�e all �e� �e��e�s' e�pe�tatio�s a�e u�de�stood a�d a�e �ei�g �et •I���ease lo�al a�d so�ial �edia �ea� o� �ea� ag�ee •Fa�ilitate Lodge de�elop�e�t i� li�e �ith the pla� Districts •E�su�e that the�e a�e �ealisti� su��essio� pla�s at all le�els •E��ou�age Lodges to fo�us o� o�e �o��u�it� i�pa�t p�oje�t pe� �ea� •C�eate the st�u�tu�e, s�ste�s a�d �esou��es to e�a�le the pla� •E�su�e fa�ilities a�d sta�da�ds �eet the �eeds of 'Toda�'s Ma�' Statewide •E�su�e leade�ship �apa�it� to �ake �e�essa�� �ha�ges •Ide�tif� ways of growing income streams •E�su�e �alue fo� �o�e�
CHANGE
Wise F�ee�aso�’s Wo�ds
Driven by Evidence Sources: BrandHook : ���6. Who is Toda�’s Ma�? BrandHook 2016. FMV Member and Non-Member Evaluation
Driven by Evidence Sources: BrandHook : ���6. Who is Toda�’s Ma�? BrandHook 2016. FMV Member and Non-Member Evaluation
A Danger to Ourselves Freemasonry is perceived DIVERSITY IS EMBRACED BUT to be for rich white men BRANDS ARE TRANSPARENT Freemasonry is perceived BUT to be a secret organisation MEN ARE LOOKING FOR A Freemasonry looks like it THIRD PLACE BUT could take up a lot of time I’M INTERESTED COMMITTING I don’t e�en kno� about TO BEING IN A GROUP BUT Freemasonry Sources: BrandHook : ���6. Who is Toda�’s Ma�? BrandHook 2016. FMV Member and Non-Member Evaluation
According to Our Members - No Danger PERSONAL MEMBER CONNECTION ENGAGEMENT DEVELOPMENT EXPERIENCE Younger males (both There are questions There is a desire to Members want to take members and non- amongst members connect with members Freemasonry to the members) cite personal whether the member beyond main lodge wider community development as a key experience is reflective reason for joining an of the modern day organisation like Freemasons Victoria Sources: BrandHook : ���6. Who is Toda�’s Ma�? BrandHook 2016. FMV Member and Non-Member Evaluation
Member Ready Lodges Member Ready Lodges New Members Access to Development
Member Benefits Program
Engagement Officers Strengthen the Lodge’s pla�e i� the community Develop member experience and engagement
Member Experience
Member Education
Our Behaviour: Values and Principles Principles Masonic teaching is at the essence of Freemasons Victoria. Teaching is based on Brotherly Love, Relief and Truth and is enabled through ceremonial structure and a network of Lodges that reinforce these values and stimulate care, trust, empathy, respect, fellowship, networking, support and a generous community compassion in which diversity is embraced. Values Responsiveness Integrity Impartiality Accountability Respect Leadership Human Rights - enabling care, compassion, dignity and pride
The Districts Districts: All Lodges have a Lodge Engagement Officer By 31 August 2017 Pink Month September/October fundraising Delivery District Strategic plan confirmed By 31 December 2017 All Lodge have a Strategic Plan By 31 December 2017 Supporting State Wide : Average member age 67 years or less Retention Rate 93% or more Average Lodge Meeting Member Attendance 55% or more Member Ready Lodges 10% increase Reduced Resignation Rate 20% decrease New members (new initiates) N=10% of total district membership NPS (recommend Freemasonry) 30 NPS (recommend FMV) 14
Lodge Plan https://members.freemasonsvic.net.au/resources/#lodge-strategic-plan-guide
Wise F�ee�aso�’s Wo�ds Lodges must send members home smiling! Have fun! The rest will take care of itself. Smart Member
SECRETARIES’ CONFERENCE 1 July 2017
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