A second serving from the Annual Review

by Brian Page

In this second dip into the PGL of Berkshire Review for 2020-2021, we continue the theme of the previous post by looking at more of the items relating to the development of Freemasonry in Berkshire.


Defining The Berkshire Freemasonry Brand

Having a brand or style which is reflected throughout the Province will help us better to communicate what we do, and the benefits of being a member, in a consistent way at all levels, from the Provincial Executive to the individual Berkshire Freemason. The branding exercise is built on the foundation laid by the Membership Value Proposition (MVP), (described in the previous post in this series). Coherent branding of what Berkshire Freemasonry is and, what we do, will help to ensure that we all singfrom the same hymn sheet when communicating with the general public. To help with this the following assets have been designed and are available through the Provincial Communications Officer:

  • Provincial colours and fonts
  • The Provincial and Berkshire Masonic Charity logos
  • Templates for; Microsoft Word documents and Powerpoint presentations, along with  business cards, letterheads and more.
  • Distinctive team badges for use online.


The updated Members’ Pathway

Examining the updated version of the Pathway, this section points out the various steps or processes to consider when planning to develop or grow our lodges and to attract new members. These are summarised below with some of the areas needing consideration in each step:

  • Plan: (Create a lodge Profile followed up by Lodge, Membership Action and Succession Plans)
  • Attract: (Promote who we are, what we do and why we are members)
  • Engage: (Encourage all members to: 

actively engage in Masonic activities, ritual/social/charitable, etc.

progress through the degrees to the Chair and beyond including the Royal Arch

help create a vibrant, happy, and useful lodge which they are pleased to be part of)

  • Retrieve: (Identify why members resign or lose interest and don’t attend regularly. Help members moving out of the area engage with a new lodge. Review the lessons learned.)

This revision of the Members’ Pathway better demonstrates how to implement the recommended stages for the development of lodges and the individual members and the attraction of new interest. The Lodge Membership Officer and the Lodge Mentor cannot make all this work effectively without every lodge member buying into, and supporting the Members’ Pathway implementation in their lodge.


LM

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