Master and Wardens’

Handbook
This Handbook has been specifically prepared
for the Worshipful Masters and Wardens of Iowa
Lodges to assist them in preparing for and serving
as Master of their lodge.
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 INDEX

Index 3

The Buck Stops Here - Introduction 5

Monthly Reminder for Masters and Wardens 6, 7

Personal Leadership 8-16

Duties of Lodge Officers and Committeemen 17-22

Lodge Self-Assessment Survey 23-27

Membership 28-30

Ritual and the Masonic Lodge 31-34

Education Program Resources 35, 36

Communications 37, 38

Protocol - Preface 39
Guidelines for the Reception of Visitors and Guests 39
Guidelines for Balloting 40, 41
Guidelines for Draping the Charter 42
Guidelines for Opening and Closing a Lodge of Sorrow 42
The Grand Lodge is Coming - Reception of Grand Lodge Officers 43-45

The Grand Lodge 46-49

Contact Information 50

Lodge Service Committeemen - Addresses and Phone Numbers 51

Updated August 17, 2015

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4
 The Buck Stops Here
If all things proceed as they normally do in Masonic lodges, and you are serving as a
Warden, within the next two years you will be installed as Worshipful Master of your
lodge with powers and prerogatives which are of the highest importance and solemnity.
You will be asked to oversee every aspect of lodge activity during your term in office.
To properly fulfill that position, all that will be expected of you is to have the wisdom
of Solomon, the patience of Job, the financial skills of a Rockefeller, and the ability to
walk on water. No problem so far. Right? You will need to be a strong leader, a skillful
arbiter of conflicts, a careful planner, a motivator, a cheerleader, a good communicator,
a constant attendee, and, in many cases, the most loyal worker. Still no problem.
Right? You will also need to be ritually proficient in Opening and Closing your lodge
and in the Degree work, be familiar with all the nuances of balloting and conducting
meetings, serve as Master of Ceremonies for lodge social functions, and intelligently
represent your lodge at Grand Lodge. Oh, and in your spare time don’t forget your job,
family, and other minor commitments. If you’re starting to feel a little unnerved, don’t
feel alone. Almost everyone who has ascended to the East has shared your feelings. It
is lonely at the top. It is somewhat intimidating to realize that (as a former Past Master
and Past Grand Master of Missouri Harry S Truman noted on assuming the Presidency
of the United States) “The buck stops here.”
In order to make your job easier, the Lodge Service Committee has put together this
handbook. In it you will find useful information about a variety of topics (Duties of
Lodge Officers and Committeemen, Grand Lodge, Protocol, Awards and Recognition,
Masonic Charities, New Members, Communication, Press Releases) that you will need
to be familiar with as Master. Included also are lists of activities for lodge functions,
sources for things like educational programs, different types of materials (membership,
leadership, etc), videos, and speakers and a calendar containing important dates and
timelines for you to remember during your term. Finally there is information that will
assist you in assessing your lodge’s condition, setting goals, planning activities, building
a team, and improving the long range outlook for your lodge.
Soon, the brethren of your lodge will demonstrate their faith, confidence, and trust in
you by electing you as head of their Masonic family. Your pride in that family and your
determination to work to maintain and improve your family’s health and vigor not only
during your term but also into the future will provide motivation for you as you enter
the year because for that time “The buck does stop with you.” Don’t, however, feel
that you must shoulder the load by yourself. There are valuable resources within the
lodge and through the Grand Lodge to make your job easier and more manageable.
Use those resources, plan well, give your best effort, and both you and your lodge can
enjoy a pleasurable and successful year. We hope that this handbook will be a valuable
resource for you in fulfilling your duties and that it is passed on to those who follow you
in office.

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 Monthly Reminder For Masters And Wardens
As Worshipful Master, your official term of office will begin after you are duly installed
following the December Stated Communication and prior to the February Stated
Communication. However, you need to be aware that your planning and preparation
will have to begin much before that. In addition, since the Grand Lodge year and the
Lodge year do not coincide, there are several dates in the fall that are important to you
as the incoming Master so be sure to look at those months as you plan your activities
for the year. Because of the overlap in programs like “Lodge of the Year” it is important
that the outgoing and incoming Masters work together in achieving the goals set for
those programs.
The following calendar only provides a listing of events or deadlines that should occur
for every lodge during the year. Although Stated Communications are listed in each
month’s schedule, some lodges, as a result of provisions in their by-laws, are dark during
certain months of the year. Every Worshipful Master and his officers are encouraged
to arrange a more detailed calendar listing individual lodge activities and functions.
Ideally, this listing should contain a broad variety of activities and events which will
provide something of interest to every segment of the lodge membership and their
families and should be shared with the members of the lodge as early in the year as
possible.
JANUARY:
A) Make sure that you have provided the lodge Secretary with the following names:
(a) Appointed Officers
(b) Lodge Education Committee
(c) Lodge Membership Committee
B) Lodge installation (an installation at any time other than following the December
Stated Communication and prior to the February Stated Communication requires a
dispensation from the Grand Master.)
C) Conduct your first Stated Communication
D) Open an annual Lodge of Sorrow (Optional)
E) See to it that your lodge is represented at a Secretaries Conference
F) Make sure your annual planning calendar, one of the required items for “Lodge
of the Year”, is published and submitted to the Grand Lodge office by January 31.
FEBRUARY:
A) Stated Communication
B) Washington’s Birthday (good opportunity to sponsor an activity honoring George
Washington and other Masonic Presidents)
C) Make plans for someone to represent the lodge at a Neighborhood Area meeting.
MARCH:
A) Stated Communication
B) Remind the Membership Committee to contact Brothers who have not paid their
dues.

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APRIL:
A) Stated Communication
B) Masonic Education Month (excellent occasion to present a special education
program for the craft)
C) T. S. Parvin Award Nominations due May1.
MAY:
A) Stated Communication
JUNE:
A) Stated Communication
JULY:
A) Stated Communication
B) Teacher of the Year Application due July 1
C) Brothers who have not paid their dues are suspended on the date of the July
Stated Communication even if the lodge does not meet.
AUGUST:
A) Stated Communication
B) Lodge of the Year Program Ends for current year (August 14) and begins for the
following year (August 15) applications due in the Grand Lodge Office on August 31.
SEPTEMBER:
A) Stated Communication
B) Grand Lodge Annual Communication – Held the third weekend the location
rotates Sioux City, Davenport, Waterloo, Des Moines, and Cedar Rapids (this is your
opportunity to ensure that your lodge’s voice is heard in making decisions that will
govern Iowa Masonry for the ensuing year. It is also an opportunity to enjoy fellowship
with brethren from across the state and obtain useful information from the session and
seminars which are often conducted as part of the session)
OCTOBER:
A) Stated Communication
NOVEMBER:
A) Stated Communication
B) Election of Officers
B) Make sure your lodge is represented at a “Grand Master’s Area Meeting.”
DECEMBER:
A) Stated Communication
B) Incoming Master should have appointed officers and committeemen selected so
that he can provide the names to the Secretary
C) Close annual Lodge of Sorrow if one was Opened in January

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 Personal Leadership
Introduction
We have endeavored to produce a practical guide to assist you in leading and managing
your Lodge. Each Lodge is different and every Master is unique. The information is
presented as suggestions for your consideration. Take the time to study and reflect;
share it with your officers; keep it handy and use it when applicable. Be aware that the
procedure described here is the definitive or ultimate process applicable to a Lodge
of any size, location, and make-up. Not all Masters need to execute the full formal
process to reap the potential benefits available; utilizing a condensed version should
prove to be beneficial. Keep in mind that a textbook does not govern a Lodge; only the
Master possesses such authority and that is you. Make each moment count and make
everyone around you a success. This is your year. How will it be remembered?
The principles that influence how the Lodge is governed are the same as those that guide
all organizations. Organizations, large and small, government and private, fraternal and
corporate, successfully operate only by paying strict attention to the needs, aspirations
and concerns of people. Successful corporations, either fraternal or private, can trace
their success directly to the amount of concern that they exhibit for the people they
serve.
Just as important to remember is that people make organizations, not the required
paperwork, not the beautiful ritual, not the fancy organizational charts, not elaborate
trestle boards. The management principles contained within this chapter are designed
to assist you in administering the affairs of your Lodge by properly managing yourself
and your members, the critical element which constitutes every successful Lodge and
every successful Master.
No man can accomplish every task that is required to build a vibrant and progressive
Lodge. Team Building is the process in which you, as Master, assemble, mold, and
direct groups of participants to labor on tasks toward a common and well-defined goal.
Your Lodge officers and members are your team. Some are at home, some are sitting
on the sidelines waiting and wanting to become involved, and some are energetic and
active. The successful Master utilizes each category of participants to the fullest extent.
Each officer, every sideliner and even your inactive members must be thoroughly educated
in what needs to be accomplished, how it is going to be accomplished and who is going
to do the work. To be successful, each of the participants must understand the goal,
provide input on how to achieve the goal, and recognize the duties and responsibilities
of each team member.
Strategic planning is an absolute necessity to identify opportunities, optimize
performance, and maximize accomplishments during your term as Master. Planning
is a process which taps the creativity of the Lodge and assures that participants have
an ownership interest in the ultimate plan developed. It provides the ability to choose
a future rather than being forced into one. It must be written and it must be clearly
communicated to everyone associated with the Lodge.
When done properly, the strategic planning process is a critical step in team building for
the Lodge currently and for the future.

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The first step in strategic planning is to consider what the future will be if nothing
changes. Things which we need to look at to make this forecast include:
* Membership
* Finances
* Programs and Activities
* Organizational Structure
* Leadership and Use of Human Resources
* Facilities and Equipment
* External Community
Membership. We must determine (a) the number of members, (b) the number of active
members, (c) the identities of new members, (d) the age of membership, (e) the number
of members residing locally, (f) occupations represented, and (g) potential members.
Solicit and/or update the members talent surveys on file in the Lodge records.
Finances. The sources and amounts of income must be identified along with
administrative and program expenses. The progress of planned fund raisers and revenue
must be projected. Anticipated expenses for the Lodge also must be recognized.
Programs and Activities. List all programs and activities with known or tentative
dates. Include ritual practices and degree work. Incorporate information from the
Secretary's calendar including due dates for committee selection, Grand Lodge dues
payments, required reports, etc. Organize this list by type, noting the purpose of
each. Include information about how the activity was initiated, who has responsibility,
predicted benefits, and any costs or revenue generated. Pay particular attention to the
cost of major programs. Save this list! It is your preliminary planning calendar for the
next year.
Organizational Structure. Review the organizational chart for the local Lodge paying
particular attention to the names and purposes of all committees. Note how decisions
are being made and by whom, especially for critical items.
Leadership and Human Resources. Identify recent, current, and potential leaders.
Establish what level of training for leadership has been done and is needed. Ascertain
the current activities of all committees and the people active on them. Verify how leaders
and committee members have been recruited and assigned. Review how recently the
membership interests and talent identification surveys were completed. Determine the
extent, quality, and participation in ritual training. Review the Lodge Officer Leadership
Guide to assure a comprehensive analysis is performed.
Facilities and Equipment. Identify what real estate is owned by the Lodge and the
value of the property. Determine if any repairs or construction is desired or anticipated.
Establish the condition and value of equipment. Review usage of space and equipment.
External Data. Obtain data regarding population trends, demographic trends, family
trends, association membership trends, competition, allies. Consider the effect of each
of these and social changes on past, present, and potential Masonic membership.
This forecasting will tell us that some things in the future are improving or increasing
while some things in the future will be getting worse or are decreasing. But most
importantly, we must remember that what the future ultimately brings is our decision to
make. (Please note that a user-friendly questionnaire available from the Lodge Service
Committee includes these items).

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The second step in the strategic planning process is to identify the distinctive areas
which we want to keep and those specific areas where we desire change. This part of
the process involves:
* Ideas
* Mission
* Goals
* Objectives
* Action Plans
* Monitor and Evaluate
Ideas. Assemble the current Master, Wardens, Treasurer, Secretary, and a few
interested, active members in a suitable meeting place which offers relaxation and
comfort. Review the information gathered in step one of the strategic planning process.
Assign one man to a large flip chart or chalkboard with appropriate markers. Ask the
question, "What is the biggest problem existing within our Lodge?" Allowing each
participant to list only one response, go around the room and solicit an answer from
every individual. Continue around the room numerous times until all perceived problems
are listed. Only then should the group discuss these ideas, list in them priority order,
and offer possible solutions or resolution. (See Appendix for sample ideas)
Mission. The mission statement should provide a focus for the Master, officers, and
members to assure that goals being established for the Lodge team are consistent
with the principles of Masonry. It should answer the questions "Why are we here?"
and "What is our purpose in this community?" and "What benefits should we provide to
members and their families?"
Goals. For each important idea, the group should establish goals which are specific,
realistic, important, attainable, measurable, and time specific. Review the specific
requirements for "Lodge of the Year" and "Plus One" recognition--both excellent
missions for the Lodge.
Objectives. Each goal should generate specific objectives which are understandable,
feasible, and require action. An objective should state an achievement and assign
accountability.
Action Items. Action items are generated from objectives. The action item states
what task will be done, who will do it, when it will be done, where it will be done, and
how much it will cost. Add these action items to the preliminary planning calendar
developed during the initial stages of strategic planning.
Monitor and Evaluate. The Master initiates and retains overall responsibility for
assuring that strategic planning is done. He delegates the work to individuals and
committees. And he ultimately is responsible for creating, approving, monitoring, and
evaluating goal attainment.

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Goal Implementation. Now that you have determined what your goals are, what you
want to do and where you want to be, the question is, “How do you get there from
here?” One effective tool in goal-setting is an object planner developed by well-known
motivational writer and speaker, Roger Dawson. He suggests listing five different
questions on a sheet of paper:
1. My one year objective is
2. My five year objective is
3. Skills and qualifications I’ll need
4. What I’m willing to give up
5. What I’ll do this month
Answer each question carefully and thoughtfully. Solicit the input and assistance of
your officers in some or all of the questions. Your one year objective(s) should include
the time line that you and/or your lodge has set up for next year. You could also include
some personal objectives within this category. As far as the five year objective is
concerned, you will almost assuredly need the help of your junior officers to complete
it (unless you plan on being Master of your lodge for the next five years!) Skills and
qualifications that you and/or your lodge will need to carry out these goals are directly
related to the goals. For instance, if one of your goals is to confer each of the three
degrees from the East, and you are not a particularly good ritualist, you could write
down “seek help from one of the D.L.s in our area to improve my ritual.” Some of your
goals may conflict with your current lifestyle or the historic day to day activities (or
lack thereof) of your lodge. That is where number 4 comes into play. If we stick to the
example above, in order to improve your ritual, you will have to spend some extra time
working on it. Maybe that means one less night a week in front of the TV set or giving
up an hour of sleep a night to study your ritual.
Last, it is important that you take some action immediately to work toward your goals.
What are you going to do this month to start meeting your goals? If increased attendance
at meetings is one of them, perhaps, this month you need to have a meal before the
meeting if you aren’t already doing that, or you could have an interesting program.
Another option would be to set up a calling tree so that each member is contacted
personally and reminded to come to lodge. A further suggestion would be putting your
object planner on paper and filling it out for twenty-one consecutive days. Granted,
this may have some practical limitations for some of the objectives that your lodge
has helped you list. Why do it for twenty-one days? Research has shown that if a
person does something for twenty-one days in a row, it becomes a habit. We want to
continually be in the habit of working toward our goals.
After your goals have been identified and you have decided what you want to accomplish
this year, you need to establish a time frame for each one. Not only a time line, which is
essentially your calendar of events for the year, but an actual deadline for accomplishing
each goal. As one motivational speaker author puts it, “A goal is a dream with a
deadline.” By definition, a goal should be specific, measurable, accountable with a
time frame. For instance, you shouldn’t have a goal such as, “I want to have a better
year than last year.” A better goal would be, “Our lodge wants to Raise three more
candidates the first quarter of this year than we did last year.” It is specific (increase
number of members), measurable (three candidates), with a time frame (April 1). The
accountability comes in when you compare your actual performance to the goals you
set.
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Another key to successful goal setting is breaking down your goals into smaller portions.
The reason for this is that by doing so you will have a quicker resolution and hopefully
more immediate gratification. For instance, if we go back to the example of Raising
three more candidates by April 1 than the lodge did the previous year, that means
that you need to confer six third degrees by this time. Couldn’t you break down this
goal into the smaller goals of two Master Mason Degrees each month? Doesn’t the
number two sound a lot less intimidating than six? Sure it does! What’s more, after
you have attained your mini-goal of Raising two new candidates, you will feel a sense
of accomplishment two months sooner than you would if you had waited until April 1.
Furthermore, you still feel that sense of accomplishment for the larger goal of six new
Master Masons in addition to that you felt after the smaller goals of two each month was
attained. You experience success sooner and more often, and it eventually becomes
a habit!
Once you have identified your goals, it is important to continually review and update them.
Goals aren’t something you just set once and forget about. They require monitoring.
As you go through the year, ask yourself where are you on your path to accomplishing
each goal. If you are ahead of schedule, is the goal too easy? Does it need to be
revised to keep it a challenge? Conversely, if you are behind schedule, why is that? Do
you have a goal that is unattainable, or are you off-track? If you have a goal that truly
is unattainable, change it to something a little more reasonable. You want your goals
to be challenging not impossible.
One of the most important things to keep in mind is to not try to do everything yourself.
Don’t do it during your year as Senior Warden, certainly not as Worshipful Master.
Involve your officers, involve the whole lodge. When you have your planning session,
try to get as many brethren there as possible. The best way to keep a lodge busy and
active is to have happy and active members. Few things will have as much success
in your attendance and activities as keeping your members involved. Give them a
proprietary interest in what goes on in lodge by making them a part of the planning
process. If they feel they have contributed to the planning, they will be much more likely
to actively participate in seeing those plans carried out successfully.
After you have included your members in the planning phase, by all means, don’t stop
there. Keep them as involved and interested as possible in the execution of those plans.
When you sit in the East, don’t try to assume all of the duties, problems, opportunities,
etc. all by yourself. Appoint committees, and let them do the work. Have the committee
chairs report at the lodge meetings and take action, if necessary. Don’t undermine the
responsibility of the chairmen by rehashing the work of the committee at your meetings.
Keep the proprietary spark that you lit in your planning session burning brightly by
keeping your members involved, active, and happy.
One of the most important tools to use to make your goals become reality can be said
in one simple word “Preparation.” This is one of Rick Pitino’s “Ten Secrets of Success.”
Pitino, former head basketball coach of the 1995 NCAA National Champion Kentucky
Wildcats, puts it this way, “you wouldn’t see a professional athlete show up for an 8:00
game at 7:55. He/she is there several hours ahead of time preparing for the game
ahead.” Similarly, as a lodge officer, is it sufficient to arrive only five minutes prior to
your Stated or Called meeting? Certainly the Master, and probably the Wardens as well,
should arrive at least one half hour before the stated time to prepare for the evening’s
business/activities. Few things will have more of a negative impact on attendance

12
than a disorganized meeting. The Master should go over all items of business with his
Wardens and his committee chairmen prior to the meeting. He should make sure that
the committee heads are ready to give clear, concise reports so that the lodge doesn’t
have to rehash the business that the committees have or should have taken care of. As
Senior Warden, you will likely be the chair of a number of committees. You can help
your Master by being fully prepared to report. Likewise, you will be doing yourself a
favor by setting a good example for your Junior Warden to follow next year.
In conclusion, keep in mind that it is important to establish good goals, those that
are specific, measurable, and have a deadline. Use the five step process for laying
the groundwork for your success. Determine what your one and five year objectives
are, the skills that you will need to accomplish them, what you’re willing to sacrifice to
make those objectives pan out, and what you will do right now to get started. Break
down your major goals into smaller portions that allow you to experience success on a
smaller but much more immediate basis. Utilize the talents and skills of your brethren
in setting these goals and establishing a timeline for your year in the East. Constantly
review your goals to make sure that you are staying on track, ensuring that the goals
you originally set are challenging but realistic. Finally, remember that the goal setting
and implementation process is an important and ongoing one. If you don’t know exactly
what you want to do and when you want it done by, chances are you will do nothing.
Good Luck!
Coaching and Teambuilding Skills
Both people skills and technical skills are necessary to make Lodge members into a
team that is more cohesive, more highly motivated, and more productive. America's
most effective corporate coaches and team leaders share nine success indicators:
Their people support each other and share a "can do" attitude.
They communicate expectations and give meaningful feedback.
They meet their deadlines and fulfill the objectives of their projects.
Their meetings have purpose and lead to specific actions.
They deal effectively with challenges and problems.
Their team's productivity is high; the quality of work is top-notch.
Their team members are enthusiastic and motivated.
They know how to blend different personalities into a harmonious group.
Their workers respect them, and so do their bosses--giving them credibility
throughout the organization.
The Master must assess the current effectiveness of his Lodge and recognize
the basic differences between a group and a team. The four most
significant traits of an effective Lodge team are:
Members think of themselves as an interdependent unit.
Each willingly applies his unique talents and knowledge to Lodge objectives.
Information and explanations are freely given in an open and honest atmosphere.
Conflict is turned into an opportunity to generate new ideas and deepen
relationships.

13
Individually team members should exhibit a number of key attitudes including a high
level of self-esteem, flexibility, open-mindedness, dependability, self-responsibility, a
sense of humor, commitment, and honesty.
In addition to these team traits, there are six commandments the Master as team leader
must actively follow to assure team-oriented success.
Mobilize Commitment. Not only the Master, but also the Lodge team members
must buy-in to the team concept.
Develop a Shared Vision of how to organize and mobilize to increase Lodge
effectiveness. Strategic planning provides the opportunity for this vision.
Foster: Consensus for the vision, Competence to enact it, and Cohesion to move
it along. There must be support for the decisions, not total agreement.
Enlist Support from all Lodge officers and committees. Remember to point out
the mutual benefit to all.
Make Formal Changes in systems, structures, and personnel after the team is
clear about its goals, objectives, and action plans.
Monitor and Adjust Strategies in response to problems in the teambuilding
effort.
The subtle differences between a Master committed to management and one who
focuses on leadership can spell the difference between an average group of Lodge
members and a successful Lodge team. Disregarding this wisdom minimizes the
potential for achievement.
The leader does the right thing, while the manager does things right. The leader
builds a team and pursues innovation, while the manager administers the same tired
programs. The leader seeks the benefits of change and advancement, while the manager
searches for the comfort of continuity and conformity. The leader focuses on people
and outcomes, while the manager directs his attention to process and procedure. The
leader is concerned with empowering the Lodge to move forward while the manager
is content to keep it from slipping backwards. The leader looks for opportunities to
empower his team and transform the lodge, while the manager avoids the potential
friction of growth. The leader involves all members to develop direction for the Lodge,
while the manager gives directions to the members. The leader leads by personal
power earned through demonstrated commitment, while the manager manages based
solely upon the power of his position.
In developing a highly-effective Lodge, team spirit can not be ignored by either the
Master or Lodge team members. All must focus on setting goals which foster group
success and individual success. In addition to acknowledging each other's separate
needs, common ground must be identified and joint responsibility for success accepted.
When this necessitates sacrifice for the group, it must be handled gracefully. And the
final ingredient of team spirit, pride must be consistently emphasized.
To maximize the positive outcome of a Lodge, an action plan for excellence is required.
As noted in the strategic planning section, this requires answers to Who, What, Where,
When, Why, and How? The Lodge team must identify barriers and resources (traditionally
men, materials, methods, machines, and mother nature), brainstorm action steps for
removing barriers, brainstorm other steps, prioritize action steps, assign deadlines and
responsibilities, and establish progress check points. Often overlooked or handled
ineptly is prioritizing.

14
On occasion conflict among Lodge team members may arise, and the Master must
act swiftly to prevent conflict from devastating the positive effects of team-building.
Generally a four-step approach for managing conflict or finding a “3rd Alternative” will
prove to be successful.
1. Ask the 3rd Alternative Question “Are you willing to go for a solution that is better
than any of us have come up with yet?” If yes, go on to step 2. In a conflict, this
question helps everyone move past firm positions or preconceived ideas toward
developing a third better alternative. Everyone must show willingness to find a 3rd
Alternative.
2. Define Criteria of Success List the characteristics of a solution or outcome that
would delight everyone. What does success look like to everyone? What outcomes
do we really want? What would be a “win-win” for all concerned? Is everyone
involved in setting the criteria? Are we looking past our entrenched demands to
something better?
3. Create 3rd Alternative Create models, draw pictures, borrow ideas, turn your thinking
upside down. Work quickly and creatively. Suspend all judgement until that exciting
moment when you know you have arrived at synergy.
4. Arrive at Synergy You recognize the 3rd Alternative by the sense of excitement
and inspiration in the room. The old conflict is abandoned and the new alternative
meets the criteria of success. Avoid mistaking compromise for synergy.
The critical nature of communication regardless of the stage of development that the
team happens to be engaged in can not be overemphasized. Of the three modes of
communication--aggressive, passive, and assertive--most leaders and team members
find that assertive is the most effective. The Master must remember that only 7% of
communication comes from the actual words spoken (verbal), while 38% is voice (tone,
volume, inflection, etc.) and 55% is visual (body language, facial expression, etc.). The
Master should remember "WARMTH" when speaking.
Wear a smile
An open posture
Rise and lean forward
Make eye contact
Territorial zone/touch
Head nodding (acknowledgement not agreement)
Perhaps of even more importance is the ability to actively listen when another is
speaking. Most people are being totally honest when they say "I see what you mean"
when they understand a message.
To be a successful team builder and Master, you must begin this strategic planning
process--forecasting, brainstorming, goal setting, development of the action calendar,
and implementation of the plan--while still a Warden. Endeavor to complete these steps
of the process as soon as possible, but no later than these recommended dates.
May of the year preceding your installation as Master, distribute the questionnaire
regarding physical needs of the Lodge, assessment of ritual strengths and weaknesses,
program and activity suggestions, etc. Mail this to all members and request that it
be completed and brought to the Lodge or mailed back by the stated communication;
be assertive in follow-ups. As necessary solicit updates to the file of member talent
surveys. Begin gathering data needed for the forecasting segment of strategic planning
15
and begin preparation of the preliminary planning calendar.
In September plan to attend the Annual Grand Lodge Communication; encourage your
anticipated Wardens to attend also. Identify potential appointive officers and committee
members. Data gathering which is necessary for forecasting must be completed.
Finalize your preliminary planning calendar and conduct the brainstorming session
described in "Ideas." Your planning calendar should be virtually completed following
the brainstorming session.
October should include the analysis of member talent surveys which were updated in
May. Verify that the relevant dates from the secretary's calendar have been included on
your Lodge calendar. This calendar should be in writing and could be distributed and
discussed during the stated communication.
With the November election you should finalize the appointed officer selections, make
Lodge committee appointments, announce public installation plans for January, and
provide the written calendar for the following year.
In December meet with the elected officers, appointed officers, and committee members
for an open dialogue about the Plan and to confirm their commitment to it. This meeting
should clarify any lingering questions or concerns about who is responsible for what,
when and how it will be accomplished, and the process to measure and report success.
In conclusion, strategic planning is helpful, essential, critical for every Lodge regardless
of size, location, or membership diversity. Many of the steps can be streamlined or
modified to meet the unique needs of the particular Master and Lodge. When coupled
with a strong commitment to team building, strategic planning in a candid, honest,
straight-forward manner will improve a Lodge and assure its strength.

16
 Appendix
Ideas for Improved Lodges
More positive media exposure
Attract community leaders
Educate the public on Freemasonry
Better attendance at stated meetings
More efficient business meetings
Stimulate individual involvement
Improved Degree work
Formal education program for new members
Formal leadership training process for officers
Better or more frequent Trestleboard
Improved communications with all members
Improved fiscal condition
More or better social programs with improved fellowship
Better attendance at social programs
Inclusion of wives and/or families at social functions
Regular program for honoring and remembering Masonic widows
Better liaison with other Masonic bodies
Additional inter-lodge visits
Increased involvement in youth activities
More candidates
More speakers on Masonic education
Better entertainment
Improved physical conditions for the Lodge building
Replace officer aprons and/or jewels
More community involvement
Increased support for Iowa Masonic Library
Present 25-year pins
Timely hospital visits
Improved attendance at funerals
Closer attention to visiting brethren
More active and visible committees
Host a recognition night for teachers, firemen, EMTs or another community group
Provide a scholarship to a graduating high school senior
Help meet the needs of a elementary school students (adopt a class)
Establish or improve your Lodge library

17
 DUTIES OF LODGE OFFICERS AND COMMITTEEMEN
Book of Ceremonials: pp. 28-31
“You promise to be a good man, and true, and strictly to obey the moral law?
“You promise to be a peaceable citizen, and cheerfully conform to the laws of the country in which
you reside?
“You promise not to be concerned in plots and conspiracies against the government, but patiently
to submit to the law and the constituted authorities?
“You promise to pay a proper respect to the civil magistrates; to work diligently, live creditably, and
act honorably toward all men?
“You promise to avoid private piques and quarrels, and to guard against intemperance and
excess?
“You promise to be cautious in your behavior, courteous to your brethren, and faithful to your
lodge?
“You promise to respect genuine brethren, and to discountenance impostors and all dissenters
from the original plan of Freemasonry?
“You promise to pay homage to the Grand Master for the time being, and to his officers, when
duly installed, and strictly to conform to every edict of the Grand Lodge, or general assembly of
Masons, that is not subversive of the principles and ground-work of Freemasonry?
“You promise a regular attendance on the committees and communications of the Grand Lodge,
on receiving proper notice, and to pay attention to all the duties of Freemasonry on convenient
occasions?
“You agree to hold in veneration the original rulers and patrons of Freemasonry, and their regular
successors, supreme and subordinate, according to their stations, and to submit to the awards
and resolutions of your brethren when in lodge convened, in every case consistent with the
constitutions of Freemasonry?
“You agree to promote the general good of society, to cultivate the social virtues, and to propagate
the knowledge of the mystic art?
“You agree that no visitors shall be received into your lodge without due examination and
satisfactory evidence of their having been initiated in a regular lodge?
“You admit that no person can be made a Mason in, or admitted a member of, any regular lodge
without previous notice and due inquiry into his character?
“You admit that no new lodge shall be formed without permission from the Grand Lodge, and
that no countenance shall be given to any irregular lodge, or to any person clandestinely initiated
therein, being contrary to the ancient charges of Freemasonry?
“You admit that it is not in the power of any man, or body of men, to make innovations in the body
of Freemasonry?
Masonic Code of Iowa Chapter 11, Duties Of Officers
Section 1. GENERAL.
Each officer of the lodge shall be held personally responsible to the Master, and through him
to the lodge and Grand Lodge, that his office be filled with dignity, honor, and correctness, and
that its various duties be performed without haughtiness or tyranny, but according to love and
a diligent desire to exemplify before the world the virtues and sublime morality of Freemasonry.
In addition to those duties which appertain to every individual Mason and those which are
purely traditional and therefore unwritten, the duties of the officers of a lodge are as set out in
the following sections.

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Section 2. THE MASTER.
It is the duty of the Master:
a. To preserve the Charter of the lodge with unfailing care and to deliver it to his
successor in office.
b. To select the appointive officers.
c. To appoint all committees, except as otherwise provided.
d. To appoint the standing Committee on Finance on the day of his installation.
e. To serve on the standing Committee on Charity.
f. To open and preside over the lodge when present and to make all necessary
provisions for the faithful performance of that duty when absent.
g. To make pro tem appointments in the place of officers who are absent from the
communications of the lodge.
h. To decide all questions of order.
i. To see that visiting brethren have courteous attention and are welcome in his lodge.
j. To cast, as Master, in the event of a tie vote, the deciding vote, in addition to the
vote which he has already cast in his capacity as member of the lodge.
k. To give Masons instruction at every communication of the lodge.
l. To read and expound to the lodge the proceedings of the Grand Lodge.
m. To sign all orders drawn upon the Treasurer, after approval by the lodge.
n. To convene the lodge in called communications whenever there shall appear to
him a necessity.
o. To see that the bylaws of the lodge, the Code of the Grand Lodge of Iowa, and the
Ancient Constitutions of Freemasonry are duly understood, respected, and obeyed
by the members.
p. To take command of the other officers; to claim of them, at any time, advice and
assistance on any business relative to the Craft.
q. To see that the proper officers collect and truly keep the moneys of the lodge;
to see that the furniture and other valuables are properly cared for; and should the
Charter be forfeited or surrendered, to preserve these things subject to the order of
the Grand Lodge.
r. To see that the Returns to the Grand Lodge are properly made out and forwarded
by the Secretary within the time required by law.
s. To see that all unmasonic conduct that comes to his knowledge is dealt with
according to the laws of the Grand Lodge.
t. To guarantee everyone charged with unmasonic conduct a fair trial and an appeal
to the Grand Lodge if demanded.
u. To preside at the Masonic burial services of deceased Master Masons.
v. To inquire at each stated communication “Have all moneys received by the Secretary
been paid over to the Treasurer and receipts taken therefore?”
w. To represent his lodge, in conjunction with the Wardens, at all communications of
the Grand Lodge.
x. To install his successor in office.

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Section 3. THE SENIOR WARDEN.
It is the duty of the Senior Warden:
a. To serve on the standing Committee on Charity.
b. To take charge of the Craft during the hours of labor.
c. To represent the lodge, in conjunction with Master and Junior Warden, at all
Communications of the Grand Lodge.
d. To succeed to and exercise all the powers of the Master in the event of the
Master’s absence.
(1) The Master is absent, so as to justify a Warden in acting for him when he is
not present at a communication of the lodge, either stated or called, is absent
from the jurisdiction, or unable to do official acts when necessity arises.
(2)A warden acting as Master in his absence has the same power and authority
as the Master. His signature should give his office as Warden, adding “Acting
Master.”
Section 4. THE JUNIOR WARDEN.
It is the duty of the Junior Warden:
a. To serve on the standing Committee on Charity.
b. To take charge of the Craft during the hours of refreshment.
c. To take cognizance of all complaints made by the brethren of unmasonic conduct
necessary. However, this shall not be a bar to any brother bringing his complaint
directly before the lodge.
d. To represent the lodge, in conjunction with the Master and Senior Warden, at all
communications of the Grand Lodge.
e. To succeed to and exercise all the powers of the Master in the absence of the two
officers above him. In so far as possible, the provisions of Section 2 of this Chapter
shall apply when the Junior Warden acts as Master.
Section 5. THE TREASURER.
It is the duty of the Treasurer:
a. To receive all moneys from the hands of the Secretary, keep just and regular
account of the same, and pay them out at the Worshipful Master’s will and pleasure,
with the consent of the lodge.
b. To keep such moneys separate and distinct from all other funds under his control,
subject to the order of the lodge at all times.
c. To prepare annually a complete statement of his account with the lodge and deliver
it to the Master.
d. To receive all moneys from the hands of the Secretary, keep just and regular
account To deliver promptly to his successor in office all the funds of the lodge,
together with all the books, vouchers, and other documents having any reference to
the financial business of the lodge.
Section 6. THE SECRETARY.
It is the duty of the Secretary:
a. To observe the Worshipful Master’s will and pleasure; to record the proceedings of
the lodge; to receive all moneys, pay them over to the Treasurer, and take his receipt
therefore.
b. To include in the minutes such information as is proper to record, in keeping with
20
 Masonic usage and law; to enter in the record of each stated communication the
amount of payment made by each person since the last stated communication and
the purpose of such payment; and to pay over all moneys to the Treasurer without
delay. Any neglect by the Secretary to pay over such moneys, unless such failure is
due to the absence of the Treasurer or other good causes, is punishable by the arrest
of his jewel by the Master.
c. To label and file for preservation all petitions and documents of every character on
the business of the lodge and to keep the same in some safe and secure place and
only deliver them by order of the lodge. However, the lodge may order the Secretary
to have all such petitions and documents reduced by the use of microfilm or some
similar process. When such petitions and documents have been so reduced and the
reductions properly stored, the original thereof shall be destroyed, by burning, under
the personal supervision of the Worshipful Master and the Secretary.
d. To prepare the Returns to the Grand Lodge under the forms furnished by the
Grand Lodge, duly certify the same, and forward one copy to the Grand Secretary at
the time required by law. (Chapter 20, Sections 3 and 4 of the Laws for Subordinate
Lodges)
e. To keep an account with each member, and to promptly collect all dues.
f. To prepare annually, at the close of his term of office, a balance sheet of all accounts
of the members and a roll of all who are not entitled to vote; to furnish an official
statement of his own account with the lodge; and to deliver all such documents to
the Master.
g. To keep a register of members and record therein all important factors relative
to the Masonic history of each member. (Chapter 19, Section 3 of the Laws for
Subordinate Lodges)
h. To keep a Visitors Book.
I. To furnish diplomas, demits, certificates, etc., duly signed and sealed, when
authorized.
j. To attend trials and meetings for taking evidence.
k. To furnish copies of all evidence taken on trials where an appeal is taken.
l. To notify the Grand Secretary promptly of all expulsions and suspensions from the
lodge.
m. To preserve the seal of the lodge with care and at the close of his term of office
to deliver it to the Master.
n. To deliver promptly to his successor in office all the books, papers, vouchers, etc.,
in his possession having any reference to the business of his office.
Section 7. THE SENIOR DEACON.
It is the duty of the Senior Deacon:
a. To act as the messenger of the Master in the active duties of the lodge.
b. To give fraternal attention to visiting brethren.
c. To receive and conduct candidates in the different degrees of Masonry.
Section 8. THE JUNIOR DEACON.
It is the duty of the Junior Deacon:
a. To act as a messenger of the Senior Warden in the active duties of the lodge.
b. To have special care that the lodge is secure.

21
Section 9. THE STEWARDS.
It is the duty of the Stewards:
a. To have charge, subject to the direct order of the Master, of the furniture, jewels,
and other property of the lodge.
b. To have special care to insure cleanliness in the hall and anterooms.
c. To provide for the comfort of the brethren.
Section 10. THE TYLER.
It is the duty of the Tyler:
a. To tyle the lodge subject to the direct orders of the Master.
b. To serve, except as otherwise provided, notices, summonses, citations, and other
documents, issued under the authority of the Master and the lodge.
Masonic Code of Iowa, Chapter 7
Section 5 SUPERNUMERARY OFFICERS.
The Master may, at his discretion, appoint a Chaplain, a Marshal, a Physician, an
Organist, and one or more Masters of Ceremonies, whose duties shall correspond
with their titles.
Lodge officers will often be given other duties which derive from customs and
traditions within that particular lodge. These duties must never be in conflict with the
dictates of the Masonic Code of Iowa or the by-laws of their lodge.
Masonic Code of Iowa, Chapter 14, COMMITTEES
Section 1. PROVISIONS.
a. Standing Committees. There shall be three Standing Committees in each
subordinate lodge: Charity, Finance, and Education.
b. Special Committees. Lodges may by motion, resolution, or bylaw provide for
special committees for particular purposes. Such committees shall be appointed
by the Master and shall consist of three members unless otherwise provided by the
motion, resolution, or bylaw.
Section 2. CHARITY COMMITTEE.
a. Composition. The Charity Committee shall consist of the Master and the Senior
and Junior Wardens who shall also be the Trustees of the Charity Fund. The
Master shall be the Chairman.
b. Duties. It is the duty of the Charity Committee to act on behalf of the lodge in
the exercise of its benevolence toward those entitled thereto and administer the
charity funds of the lodge. The Charity Committee may also take such measures
in caring for the sick as any sudden contingency may demand and disburse such
funds as are contained in the Charity Fund for said purpose. Such committee shall
have the power, without action of the lodge, to draw on the funds in its possession
for a sum not exceeding Fifty Dollars ($50.00) at any one time to relieve the distress
of a worthy brother or those dependent upon him. Sums in excess of Fifty Dollars
($50.00) at any one time may be disbursed after approval of the lodge.
c. Liability. No lodge is liable for Masonic aid furnished by another lodge or a brother,
unless such aid is furnished by request of such lodge or its Charity Committee.
d. Dues. It is the duty of a subordinate lodge in fixing the amount of its annual
dues to allocate a portion thereof for charity, which portion shall be paid over to the
Trustees of the Charity Fund and kept by them in a special account to be used for

22
 charitable purposes only.
e. Gifts, Bequests, and Devises. All gifts, bequests, and devises made to the lodge
for charitable purposes shall be paid to the Trustees of the Charity Funds who shall
hold legal title to the funds and the property of the Trust.
Section 3. FINANCE COMMITTEE.
a. Composition. The Finance Committee shall consist of three members of the
lodge, to be appointed by the Master on the day of his installation.
b. Duties. It is the duty of the Finance Committee to examine the books, vouchers,
and other documents of the Treasurer and Secretary and make a detailed report in
writing each year at the stated communication in January. All bills, accounts, and
claims against the lodge shall be referred to this committee, and it shall report upon
the same. In the absence of such committee or any member thereof at any stated
communication, the Master may make a pro tem appointment.
Section 4. EDUCATION COMMITTEE.
a. Composition. The Education Committee shall consist of three members of the
lodge and the term shall be three years. The present members of the committee shall
complete the terms to which they were appointed. Successors shall be appointed for
a term of three years, provided, that when a vacancy occurs, the appointment shall
be for the unexpired term. The names and addresses of the Education Committee
are to be sent to the Executive Director, Lodge Service Committee, within thirty (30)
days of the appointment.
b. Duties. It is the duty of the Education Committee to provide a program of
instruction for the Craft in Masonic Education, distribute educational materials to
the members, and to assist the Lodge Service Committee in the performance of its
duties.
Section 5. MEMBERSHIP COMMITTEE.
a. Composition. The Membership Committee shall consist of three members of the
lodge to be appointed by the Worshipful Master on the day of his installation.
b. Duties. It is the duty of the Membership Committee to assist the Worshipful Master
and Wardens in developing strategies and programs for membership retention and
growth, and to assist the Worshipful Master and Secretary in contacting brothers
with unpaid dues and reporting their situation and need. (Section 5 added 2009)

23
 LODGE SELF-ASSESSMENT SURVEY
This survey has been created as a tool to help lodges assess their present condition so
that they can plan for the future. It is solely for the lodge’s own use.
THE TEMPLE (Building and Fixtures)
Overall Facility Appearance
[_] Excellent
[_] Acceptable
[_] Needs Improvement
Lodge Room (Paint, carpet or flooring, ceilings, furniture, etc.)
[_] Excellent
[_] Acceptable
[_] Needs Improvement
Aprons, jewels, implements, Bible, candidate’s clothing
[_] Excellent
[_] Acceptable
[_] Needs Improvement
Dining Area (Paint, seating facilities, dining utensils)
[_] Excellent
[_] Acceptable
[_] Needs Improvement
Food (Preparation and Nutrition)
[_] Food prepared by lodge officers, members or wives
[_] Food prepared by Eastern Star or affiliated bodies
[_] Food catered by outside business
[_] A combination of the above is used
[_] Meals are balanced and nutritious for members of all ages
Upkeep (Bathrooms, windows, general housekeeping in all areas of the lodge)
[_] Spotless
[_] Neat
[_] Could stand a general house cleaning
MEMBERS – ATTITUDE AND ATMOSPHERE IN MEETINGS
[_] Warm and Friendly (Visitors and candidate(s) are made to feel welcome and their
needs attended to
[_] Reserved (Visitors are treated politely but with little special attention or effort to
involve them in the activities by the members of the lodge)
[_] Cold (Visitors are not welcomed or encouraged to attend)
THE MASONIC FAMILY – GENERAL INFORMATION
(Check all that are appropriate)
[_] Communication Each lodge member receives news about his lodge through a
newsletter or a letter from the Master _____ _ times a year.
Local members are informed about lodge functions by
[_] Announcement card

24
[_] Attending meetings
[_] Calling trees
[_] Word of mouth
Lodge Attendance
[_] Good
[_] Fair
[_] Poor
Activity Attendance (Special Programs, Degree Work, Past Masters’ Nights, etc.
[_] Good
[_] Fair
[_] Poor
Does Your Lodge
[_] Maintain contact with members who live outside of the jurisdiction
[_] Maintain contact with Masonic widows and introduce them at Masonic activities
[_] Visit brothers in sickness or distress
[_] Maintain contact with members in area care facilities
[_] Assist members in need
[_] Recognize birthdays (by card or at the meeting)
[_] Recognize Masonic achievement and service
[_] Recognize 50 Year members
LODGE MEETINGS
[_] Officers are familiar with their Opening and Closing ritual
[_] Officers need more practice
[_] Opening lodge is a struggle
Business Meeting
[_] The Master is familiar with the order of business, committee reports are prepared
and meetings are run efficiently
[_] Meetings generally flow smoothly but sometimes show lack of direction
[_] No knowledge of order of business and little or no advance preparation
The Sidelines
[_] Members are quiet, respectful and attentive during meetings and degrees
[_] Occasional talking sometimes occurs
[_] Distractions are so numerous that it detracts from the work and makes it hard to
follow what is being presented
Educational Programs
[_] Presented at most meetings
[_] Occasionally provided
[_] Seldom presented
[_] Never occur
Programs utilized
[_] Lodge Service material (Educational Packets)
[_] Lodge members
[_] Community Resources

25
[_] Videos
[_] Speaker
Topics Covered
[_] Ritual [_] Your lodge history
[_] General Masonic Education [_] Community related topic
[_] Famous Masons [_] General topic (non-Masonic)
[_] Masonic History
Members share fellowship opportunities before and/or after the meeting
[_] Always
[_] Often
[_] Sometimes
[_] Never
LODGE DEMOGRAPHICS
Age Analysis
[_] 20-35 [_] 36-50 [_] 51-65 [_] 66+
Number of members within a 50 mile radius _____
Number of brothers who winter out of state _____
Number of 50 Year Members _____
Skills and Talents
The lodge keeps records which indicate members’ interests, skills and talents
(ritual proficiencies, general and areas in which they are willing to work or participate)
and uses them to involve brothers in lodge activities.
[_] Yes [_] No [_] Is considering doing this
LODGE FINANCES
[_] Lodge wealthy (No need for special activities to raise money)
[_] Lodge financially sound (Uses fund raisers for special projects - Scholarships,
Building Projects and Repairs, Others)
[_] Lodge financially sound (Does not use fund raiser to improve its position)
[_] Lodge financially poor
[_] Options to remedy situation have been and are being attempted
[_] No steps have been taken to remedy situation
DECISION MAKING
[_] Master makes all decisions
[_] Master and Wardens make decisions together
[_] Master forms committees to make decisions
[_] Master forms committees to bring recommendations for the lodge to make decisions
[_] Discussion occurs in open lodge and decisions are made there
DEGREE WORK
Casting
[_] Officers of the lodge confer the degrees
[_] Qualified local members are available to fill most parts
[_] Some assistance is generally needed from neighboring lodges
[_] Lodge depends on degree teams to fill major parts and confer degrees

26
 Members are encouraged and assisted in learning and participating in degree work
[_] Always [_] Sometimes [_] Never
Ritual
[_] Officers and members are familiar with the Ritual and floor work
[_] Officers and members require occasional prompting and directions
[_] Officers and other members are unfamiliar with floor work and Ritual
Attendance
Extra efforts are made to have good attendance from local members (mailing cards,
calling trees, newsletter announcement, etc.)
[_] Always [_] Sometimes [_] Never
Area lodges are notified when work is scheduled
[_] Always [_] Sometimes [_] Never
Candidates progress smoothly through the degrees and on a regular schedule
[_] Always [_] Usually [_] Sometimes [_] Seldom
An officer or specific person is assigned to mentor the candidate
[_] Always [_] Sometimes [_] Never
A tentative time line for advancement is set
[_] Always [_] Sometimes [_] Never
LODGE AND TEMPLE VISIBILITY
[_] Lodge location is clearly identified
[_] Lodge activities are covered in local news media
[_] Lodge holds a fund-raiser or community service activity open to the public
[_] Lodge makes it facility available for community activities
[_] Lodge members participate as a group in community activities (parades,fairs, etc.)
LODGE ACTIVITIES
(Fill in the blank with Always, Generally, Sometimes, or Never)
________ _______ Business meeting is the only activity for the month
________ _______ Usually for men only
________ _______ Occur inside the lodge facility
________ _______ Appeal to a variety of interests
________ _______ Include the whole family
________ _______ Include spouses
________ _______ Occur in a variety of settings (restaurants, recreational, cultural, etc.)
________ _______ Are generally for a Masonic recognition (Past Masters, 50 Year, etc.)
________ _______ Include non-Masons from within the community
________ _______ Recognize non-Masons (individuals or groups) within the community
Most activities are planned and organized by
[_] The Worshipful Master
[_] The officers
[_] Committees
[_] Volunteers
[_] The Secretary

27
 MEMBERSHIP
If a lodge is to sustain its membership or grow, it must find ways to attract new members
into its ranks. This statement may seem obvious, but, in many cases, lodges, that were
very successful in other areas, did not pay attention to membership and their numbers
slowly dwindled and the age of their membership continued to grow until they lacked the
energy or will to continue and were forced to consolidate.
Years ago, when lodges were the center of community life, gaining new members was not
a problem because everyone in the community knew who the Masons were, what they
stood for, and wanted to be a part of the organization. Today, for a variety of reasons, this
is no longer the case, and attracting new members requires planning, organization and
effort by the officers and members of the lodge. Membership must be a concern of every
member not just that of the Master of the Membership Committee.
Membership in a lodge can be increased in three ways: restoration of members who have
been suspended for non-payment of dues, affiliations, and new members. Each of these
areas are a potential source of membership for the lodge.
Restorations: Since 2000, 8,527 members have been suspended for non-payment of
dues. Of those 8,527 members suspended, 2,720 have since been restored. This means
that 5,807 men who thought enough of the Fraternity to commit their time and energy to
petition, take their degrees, and be declared proficient are available as potential members.
During the time that has passed since they were suspended, the circumstances which
caused them to not pay their dues may have changed. While a number of those suspended
may have moved out of state, this still leaves a sizeable pool of potential members for the
lodges to contact. The Grand Lodge Office is able to provide a lodge with the names and
addresses (at the time they were suspended) of the brothers from their lodge who have
been suspended. This listing, as well as a sample letter which may be adapted for your
lodge’s use, may be obtained by calling the Grand Lodge Office (319-365-1438), writing
to the Grand Lodge of Iowa, P.O. Box 279, Cedar Rapids, IA 52406-0279 or email dgs@
gl-iowa.org.
Affiliations: In our highly mobile society, members of the Fraternity are constantly being
transferred into new areas. These brethren are interested enough in the Fraternity to
continue paying dues even after they have moved away from their home lodge and would
be a benefit to the lodge in the area in which they now reside. With dual and plural
affiliations possible, these brethren have the opportunity to become involved and active
in the lodge where they now live while maintaining their ties to their home lodge if they
wish. The Grand Lodge is able to provide lodges with lists of sojourners within their area
who might be contacted to attend a lodge function. Whether a brother affiliates or not, in
extending the hand of brotherly love and friendship, you have let the brother know that he
is welcome in the community and at your lodge activities. Note: Personal contact is always
the best when inviting a sojourner to a lodge function. Be sure to make every effort to
make the guest feel welcome because, if you fail, your first contact may be your last.
New Members: Every community in Iowa has a number of men who would be excellent
members of the Fraternity. Unfortunately many of these men often know nothing about
the Fraternity or their perception may be colored negatively by what they have heard
from Masonry’s critics. An additional problem arises from the fact that Masons have
traditionally been hesitant to talk about the Fraternity and, in many case, even believe that
they cannot speak to anyone about Masonry. Members are also unsure about what they
can say; one of the best ways to stop a conversation is to ask a Mason to tell you what
28
Masonry is. Although attracting new members may seem like a difficult problem, there
are a number of ways that contacts may be made and a number of tools available to assist
lodges in their efforts to gain new members.
Traditionally there have been two methods of interesting prospective members in the
Fraternity: individual contacts and Friendship Nights.
Individual contacts: Most people become Masons because someone they know or admire
belongs to the Fraternity. The value of individual contacts should never be underestimated
when the lodge is endeavoring to interest prospective members. While many men do no
have a ready answer when asked “What is Freemasonry?” Almost all of them can respond
eloquently when asked “What does Masonry mean to you?” These personal experiences
can provide a strong testimonial for the Fraternity.
A number of different written materials are also available to assist in explaining what
Masonry is. The pamphlets “Who Are The Masons” and “What’s a Mason” provide
excellent brief descriptions of the Fraternity. If a prospect wants more detailed written
information about Masonry, John Robinson’s book A Pilgrim’s Path and Arturo DeHoyas
Is It True What They Say About Freemasonry? also provide excellent material on this
question. A membership packet, containing a number of different pieces of information
for prospective members in a attractive folder, is another useful tool to provide a prospect
with a basic understanding of the Fraternity. These packets are available from the Lodge
Service Committee.
The Grand Lodge web site has very good information available at http://grandlodgeofiowa.
org/about-us/
and http://www.iowafreemasonry.org/ is a dedicated site for prospective members.
Friendship Nights
Friendship Nights are an effort by a lodge to introduce a number of prospective members
to Masonry at one time through a special evening (or morning) devoted to that purpose.
Friendship Nights have been used by a number of lodges for some time. The success of
these events is usually related to the amount of time and planning that goes into preparing
for the event. If a lodge is contemplating hosting a Friendship Night, two excellent aids
(one in outline form, the other providing a more detailed description including sample
letters) are available through the Lodge Service Committee from the Grand Lodge Office.
An area that often causes problems with Friendship Nights is attendance. In many cases,
the Master announces that a Friendship Night will occur and asks everyone to bring a
guest. Everyone shakes his head yes, but, when the night comes, few prospects are in
attendance. A Prospect Prompter has been prepared by the Lodge Service Committee
to assist in identifying potential members within the community. Setting aside time at
a meeting and going over names within the community is also a good way to identify
prospects. One lodge conducted a survey of businessmen within the community and
issued invitations on the basis of responses given in the survey. Once names have been
identified, invitations should be sent and/or brethren assigned to contact them verbally.
Additional contact should be made the day before or the day of the meeting with the
brother offering to provide transportation to and from the event.
The Friendship Night itself should be an event that portrays a positive image both of your
lodge and the Fraternity. Every effort should be made to have the lodge spotless, to
emphasize the warm, friendly, family atmosphere that is typical of Masonic functions, and
to have a program which is brief, informative and interesting. To provide information on

29
Masonry, the membership packets and videos mentioned above are excellent. Speakers
knowledgeable about the Fraternity are also available at no cost to the lodge through the
Grand Lodge Speakers Bureau by calling the Grand Lodge Office. To request a speaker,
please call two to three weeks in advance. Don’t try to combine a Friendship Night with
other occasions. The evening will become too long or too involved to be successful.
The final area that is key to a Friendship Night’s success is one that is often overlooked
by lodges, follow-up. Within two weeks after the event, the brother who invited the guests
should contact them and express his appreciation for their attendance. Since most people
will not ask questions in a group setting, he should also ask them if they had any questions
about the evening. This follow-up visit provides a personal aspect and is often where a
prospect will indicate his willingness to join the Fraternity.
Some lodges across the state have also gained members through information gained at
Masonic booths at state, country and area fairs. These booths can provide both good
visibility and assist with membership when manned by brethren who are both knowledgeable
and outgoing. Banners and information materials are available for these booths from the
Grand Lodge office. Usually sign-up cards are available at the booth for individuals who
express an interest in learning more about the Fraternity so that further contact can be
made by lodge members in their local area.
Membership also extends beyond the initial joining process. Many brethren who petition
the Fraternity never go any further. Keeping this number to a minimum requires a
conscious effort on behalf of the lodge members. The lodge’s role in helping a candidate
through his degrees requires more than the simple conferral of the degrees. A brother
who is knowledgeable and understanding should be assigned to work with the candidate
and encourage him in both finishing his work and becoming involved in lodge activities
and functions. An effort should also be made to find the brother’s areas of interest and
expertise so that the lodge can utilize his talents in serving the lodge as much as the
brother’s time and commitments allow.
The same principle also applies to brethren who have been members for longer periods of
time. A lodge’s membership is probably its most underused asset. In too many cases, a
limited number of brethren do too much work because nobody knows that somebody else
is capable and willing to assist. A brother who is unwilling or unable to do ritual work may
be an excellent cook, handyman, or organizer. Lodge officers need to know what their
member’s talents and interests are and then be willing to use them. The Skills and Talents
Survey available through the Lodge Service Committee is an excellent tool to assist in
this effort. While this process is not as easy as asking for volunteers and then letting the
same few individuals do all the work, it is more rewarding in terms of involvement and
membership interest. In addition, many brethren have interesting hobbies or experiences
which would make an interesting program for a lodge function which can also increase
lodge attendance and involvement.
Utilizing the talents and abilities of the lodge’s membership will allow the lodge to plan
and carry out activities which interest and involve the individual Mason and his family.
It also allows the lodge to become involved in community activities that increase lodge
visibility and awareness within the community. The increased fellowship and sense of
accomplishment that comes with successful activity and involvement will make lodge
meetings and functions more interesting, rewarding and fun, which, in turn, will assist in
attracting new members.

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 Ritual And The Masonic Lodge
Ritual is the soul of Freemasonry. Ritual is the glue that holds a lodge together and
binds Freemasons throughout the world. Without our beautiful ritual and the time
honored lessons it holds, our Fraternity would be just another service club. While
Masonic Lodges serve their communities, their most important mission is to make good
men better. This is achieved through the lessons portrayed in the ritual. The ritual
adds meaning and purpose to a Mason's life and sets him apart from the rest of the
community. The propagation of the mystic art is a purpose for a lodge, and the solemnity
and impression, created by a well rehearsed presentation of the ritual is important in
the making of a Mason. Care must always be taken to preserve the seriousness and
perfection of our degrees. The Worshipful Master, Wardens, officers, and members
must adhere to the fine examples of those who served before them and uphold the
integrity of their lodge, not only for themselves but also for those yet to come.
A Brief History Of The Ritual In Iowa
Iowa's ritual descends directly from Preston of England. Preston was a man of great
ability who excelled in Masonic knowledge. His work emphasized the Ancient Charges.
This work was composed of the three lectures of Masonry. Brother John Hammer brought
the Preston work to America in about 1793. Thomas Smith Webb received the lectures
from Hammer, but determined them unsuitable for American Masonry. Webb modified
the Preston work, and this work was adopted by the Grand Lodge of Massachusetts.
Brother Benjamin Gleason received the "Webb Work" from Webb himself. The work
was pronounced correct by the Grand Lodge of England when Gleason visited there.
Gleason taught Brother John Barney of Vermont the lectures in 1817. This work was
accepted by the Grand Lodge of Vermont. In 1818 Barney fully instructed Brother
Samuel Willson in the work.
From 1841 to 1860 the Masonic work of Iowa was taught at the discretion of the Grand
Master. At the Grand Lodge in 1859, resolutions were passed creating a Board of
Custodians to procure the ancient work and exemplify it before the Grand Lodge. The
first Board of Custodians invited Brother Samuel Willson to teach the "Webb Work."
After more than a week of instruction, the Custodians demonstrated the "Webb Work"
at the Grand Lodge of 1854, and Samuel Willson certified their work as correct. In May
of 1865, Brother Augustus Gilbert, a Custodian, went to Vermont and made some minor
corrections to the work with the aid of Samuel Willson. Later that year, Brother W.B,
Langridge, another Custodian, also conferred with Willson and transcribed a copy of the
"Willson Notes." These notes are the standard reference for the ritual in Iowa today and
are kept safe in a vault at the Iowa Masonic Library in Cedar Rapids.
Neither the "Webb Work" nor the "Willson Notes" contain floor work instructions. In
September of 1882 the Custodians demonstrated floor movements to correspond with
the work, and this became the standard floor work. The basic "Webb Work" has not
changed in the more than 130 years that it has been used in Iowa Masonry, making
it the envy of nearly every other Grand Jurisdiction. The importance that the Grand
Lodge places on maintaining the purity and accuracy of the "Webb Work" is made clear
in the

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 ARTICLE VIII
THE WORK OF THE JURISDICTION
Section 1. WEBB WORK.
This Grand Lodge recognizes the work and lectures as now taught by its Board of Custodians,
including modifications as presented at the 159th Annual Communication of the Grand
Lodge, as the “ANCIENT WEBB WORK.” All innovations or changes in said work or lectures
are forbidden. Said work together with the floor movements shall be known as the Ritual.
(Amended 2004)
Section 2. LODGES TO USE.
In conferring the degrees of Masonry, the subordinate lodges must strictly adhere to the
work as adopted and taught in this jurisdiction.
Section 3. OPEN IN ONE PLACE ONLY.
A lodge cannot be open in two rooms or places at the same time.
Section 4. CONFERRING OF DEGREES.
With the exception of Grand Master’s One-Day Classes, the First Section of the First and
Second Degrees and the First and Second Sections of the Third Degree shall be conferred
upon but one person at a time. The Second Section of the First and Second Degrees, the
Monitorial Lectures of the First and Third Degrees and all the Charges may, at the option
of the Master, be given to more than one candidate at the same time. In no instance is any
abbreviation of the work allowable, each candidate being entitled to the degrees in full.
(Amended 2001) (Amended 2012)
The " Webb Work" has never been changed in content, only in presentation. Since 1907,
there have only been 9 or 10 minor word changes. The Board of Custodians are in charge
of the ritual in Iowa. Through their good work and the assistance in instruction from District
Lecturers (D.L.s) and Masonic Instructors (M.Is), the quality of instruction within the state has
remained high. Today, the ritual is as important as in ages past and will continue to be the
force that sets Masonry and Freemasons apart from other fraternal or social organizations.
District Lecturers, Masonic Instructors, and Schools Of Instruction:
If a Brother is interested in becoming a Masonic Instructor or District Lecturer, he should find a M.I. or
D.L. to assist him in learning the ritual. When a Brother has worked with and learned the ritual from
an M.I. or D.L., he may be recommended to the Board of Custodians for a rigid Masonic Instructor
examination. The Masonic Instructor must know the Openings and Closings for each degree, how to
call from Labor to Refreshment, how to Resume Labor, the First and Second Sections of the First and
Third Degrees, the First Section and the esoteric work of the Second Section of the Second Degree.
The Masonic Instructor is then given three years to prove his ritual ability and learn the correct floor
work. Only those M.Is who attend Regional Schools, M.I./D.L. Clubs, or the Grand Lodge School and
prove their proficiency in the floor work and the ritual are made District Lecturers.
Schooling does not end with the granting of a D.L. Certificate. D.L.s are required to attend at least, one
Regional School or Grand Lodge School every five years to remain an active Instructor. The work of
these dedicated men is commendable and important for those who are seeking further light in Masonry.
The work of M.I.s and D.L.s is one of the most important performed in Iowa Masonry. Their task is
maintaining the accuracy of the ritual and assisting the officers and members in adhering to it. Their
ability and expertise is one of the most valuable assets at the Master's disposal. Practice does make
perfect. Lodge officers can improve their ritual proficiency by regularly holding schools of instruction

32
under the supervision of a M.I. or D.L. The main purpose of these schools is not to teach the ritual, but
rather, to correct those few wrong words a brother learned, to teach the floor movements, and bring
each part together to create the entire degree. Ritual should be learned from the instructive tongues of
well informed brethren who will be ready to impart instruction as the brother is ready to receive it.
Opening Lodge
A lodge is opened in form to provide a transition from the outer world to the inner harmony
that should prevail within a Masonic Hall. To create this atmosphere, the officers must be
proficient in their respective parts. The Opening should never be rushed but should allow
time for the Craft to forget the worries of the day and find peace for a time among brothers.
Prayer is always offered and the Pledge of Allegiance should be given. The Opening Prayer
is not ritual, but the Closing Prayer is. It is the duty of the Master to Open and Close his
lodge, set the Craft at work, and give them proper instruction. By his proficiency and ability
the example is set for others to emulate.
For a lodge to be Opened, there must be present at least one principle officer, the Worshipful
Master, Senior Warden, or Junior Warden and six Master Masons. For a Stated Meeting,
the six other Master Masons must be entitled to vote (Chapter 15 Section 5 a). One principle
officer must be in the room at all times while the lodge is at labor. If a lodge calls to
Refreshment and Resumes Labor or Opens on a different degree, the lodge must be purged
and tyled as done in the Opening. All business is conducted in the Third Degree.
Closing Lodge
(Chapter 15 Section 6) “A subordinate lodge must be closed on the same calendar day that
it is opened.”
Lodges are Closed in form to reinforce the lessons therein learned and to carry them out
into the world. The Closing must never be omitted or rushed. It serves as a refresher for the
Candidate and Craft. As stated above, the Closing prayer must always end with the ritual
prayer.
Conferring Degrees
Each degree serves a twofold purpose: First and foremost, it is for the benefit of the Candidate;
Second, it is to reinforce the lessons and symbolism for the Craft on the sidelines. In the
presentation of a degree, the participants should possess a thorough knowledge of the
ritual, expressed in an earnest, feeling manner, go that a deep impression is made upon the
Candidate. For, in the end, that is the main object of a degree. If, at the conclusion of the
work, the Initiate is not awakened to the good, pure, true lessons exemplified, if he does not
then determine to exemplify in his own life the great lessons of the institution (in short, if he
does not leave the lodge a different man), he is either unfit for membership or his money has
been taken and no value returned.
Only competent brothers who know their parts should participate in degree work. It is wrong
and irresponsible to put a member in an office or part without thorough instruction by a
competent brother. No part of the ritual can be read, except those parts contained in the
Iowa Monitor, and its use should be kept to a bare minimum. Use of the Guide to Iowa
Masonic Ritual is prohibited in the lodge room. It is to be used as an aid to the memory only.
There are many additional lectures that may be given. but care should be taken not to make
the degree too long or to complicate the straight-forward language expressed in the work.
Many times degrees do become too long, and the impact upon the candidate as well as the

33
Craft is lost. The Charge is the last lecture to be given before the candidate is seated, except
in the Second Degree where an admonition about the proficiency is given by the Master. It
is always proper to ask the candidate to speak after his degree.
Proficiency
Chapter 29
Proficiency
Section 1. Defined.
“The term “proficiency” as used in this Chapter shall mean a satisfactory review of the
Systematic Masonic Enlightenment Course as prepared by the Board of Custodians for
each degree. The Systematic Masonic Enlightenment Course for each degree shall include
instruction on the obligation and all the modes of recognition (signs, words, passes, and/or
grips) appropriate to that degree.”
The Worshipful Master shall appoint a competent brother to act as a mentor for the candidate.
It is strongly recommended that said mentor use “The Passport to Light” in assisting the
candidate in completing each respective section of the “Systematic Masonic Enlightenment
Course”. This mentoring system is vital to the candidate’s knowlege of masonry and the
customs and traditions of the lodge. Proper etiquette should also be taught by the mentor.
The masonic enlightenment courses are a review and explanation of the lessons taught
in the degrees and convey the proper modes of recognition of each degree. It is required
that upon completion of each course the mentor will report to the Worshipful Master that
the candidate has successfully completed each course, and be declared proficient in open
lodge by the master, before being advanced to the next degree. There is no examination in
open lodge for proficiency.
Lodge Room Etiquette
The proper clothing of a Mason is a plain white apron. Officers, Past Masters, and others
may wear aprons appropriate to their office. The apron is always the outermost garment
and never is worn under a coat. When entering or retiring from the lodge while at labor, the
member should go to the west of the altar facing east if the Master is not occupied. If the
Master is busy, he should go to the west facing the Senior Warden and give the due guard
and sign of the degree and quietly enter or leave. Those participating in the work should
speak clearly and from the heart for the candidate to understand fully the lessons being
taught. The Admonition must always be read before the conferral of the Second Section of
the Third Degree. Our degrees are serious and no talking or roughness should be condoned.
Conclusion
Interest in our meetings and in our degree work is increased with degree of accuracy and
impressiveness with which the Ritual is given. All of the orthodox teachings of Masonry
are contained in the ritual, and its sublime truths are presented in such a manner that all
intelligent candidates, no matter what their level of education, may grasp its meaning and
admire its wondrous ability to cement us into one band of Friends and Brothers.
So Mote It Be.

34
 Education Program Resources
As members of the Education Committee prepare to fulfill the duties of their of ice, they
should realize that a number of different resources are available to assist them in preparing
interesting and informative educational. programs for their lodge. The only bounds that
should limit them are their initiative, creativity, and willingness to spend time organizing.
preparing, or planning the program.
Masonic Related Educational Programs
The Lodge Service Committee prepares and posts Masonic Educational materials on the
Grand Lodge website located at http://grandlodgeofiowa.org/lodge-service/. There is much
more material available by sending a request to the Lodge Service Committee Director at
dgs@gl-iowa.org or calling 319-365-1438. He can also send you a list of Masonic websites
that contain educational resources.
A number of sources exist that can provide ready made Educational Programs with a
minimum of time and effort.
Short Talk Bulletins - The Short Talk Bulletin is prepared by the Masonic Service Association.
Each Bulletin is a ready made, well-written eight to ten minute program on a topic of interest.
They are available through the Iowa Masonic Library
Articles from Masonic Journals - Interesting articles on almost any Masonic-related topic
abound in the various Masonic Journals published around the United States and World. If
you have a topic that sounds interesting to you, the librarian at the Iowa Masonic Library will
probably be able to assist you in finding an article to use.
Books - Books can provide you with a number of interesting presentations or assist you
in coming up with topics for programs. The Masonic Encyclopedias and Dictionaries are
especially useful for the later purpose. This source will probably take more effort on your
part.
Iowa Masonic Library - This is a resource that is readily available to all Iowa Masons either
by visiting, by mail, or by phone. The collection is one of the best in the world, and the staff
is more than willing to assist you in finding the material that you need.
Masonic speakers - There are a number of excellent knowledgeable Masonic speakers
around the state who are willing to make presentations on a variety of topics in lodges.
An excellent source of Masonic speakers is through the Grand Lodge Speakers Bureau. (Ph:
319-365-1438)
Your own membership - As with Masonic-related topics, most lodges have within their
membership members who have done Masonic research and have interests, hobbies, etc.
outside of Masonry which would make excellent programs.
Community Related Topics - Educational programs do not have to be on Masonic
related topics all of the time. Many lodges provide some very interesting and informative
programs for their members using sources from within the community.
Schools - A community's school is an excellent sources for educational programs on a variety
of topics. Students, faculty, administration, and school boards are all excellent sources and
are usually willing to appear before groups.
Officials from City, County,Government - Officials at various levels can provide State or
Federal Government excellent presentations about their agencies and/or programs which

35
serve the people of your community. (County Health Nurse, Social Security Administration,
Department of Natural Resources, Auditor, City Librarian, Police, Firemen, E.M.T.s, etc.)
Television, Radio, or Newspaper - Most communities have someone from one of these news
organizations who can make a presentation on their business or on a topic of current interest
in the news.
Other Organizations - Most communities have several organizations who work within the
community. They can inform your membership about their organization and efforts. This
also provides them with an opportunity to learn about Masonry and what it does. (Lions,
Optimists, Knights of Columbus, P.E.O., Legion, youth groups, etc.)
These are just a few of the easy to use resources that are available when planning an
educational program for your lodge. The list is by no means all inclusive. If you take the
time and effort to utilize these resources and arrange informative programs for your lodge
functions, you will find that attendance and interest is increased and that your lodge and its
members will benefit from "our efforts.
"Communications”
Being a member of a Masonic lodge is being a part of a community. Community’s mutual
commitment and it inspires the highest performance. It is Masonic to go the extra mile for
one's neighbors and fellow neighbors and citizens. In building that sense of community, it
becomes necessary to have a good line of communication between the Master, the officers,
and the craft.
Community is an inherent need for most people. We look for opportunities to belong, achieve,
and learn together. Communities help us feel safe and hopeful. They give us a sense of
pride, and allow us to live and work in harmony with each other. People are willing to invest
a lot of themselves to feel this way. A common characteristic for communities is the need
for leadership.
Communications are needed first within the lodge, and then in the greater community.
First, the Master along with his officers needs to have a vision of where they hopes the lodge
will be headed in the coming year.
Creating a shared vision involves a four-part process. First, the :Master must have a vision
and paint a picture of the possible. Secondly, the Master must communicate his vision to
everyone involved. and to do it in a way that inspires the craft and builds commitment to
the goal. Third. his job is to enable those independent, distinct voices within the lodge to be
heard and to weave them together into a collective whole that is bigger than the sum of its
parts. And finally, the Master must create an environment that allows the vision to become
reality.
The Master can communicate directly with the craft at regular meetings. However, other
forms of communication are needed to inform, brothers unable to attend lodge.
Four often-used ways to communicate with the craft are sending out newsletters or
trestleboards, sending meeting notices. providing calendars for the year, and providing
directories of the members along with other useful information.
Newsletters can come in any style or format. Whether they are an elaborate desktop
published composition, or a hand-written letter, or anywhere in between is not particularly
important. What is important is communicating what is planned for the lodge, especially
upcoming programs and activities, along with past accomplishments and achievements.
Meeting notices are announcements of upcoming meetings (regular as well as special), and
can be as simple or elaborate as desired.

36
Calendars are an effective way of informing the craft of regular meeting dates as well as
special events planned throughout the year.
Directories list all the members of the lodge, and may include additional information such
as addresses and phone numbers. They help maintain a connection between the brothers
who may seldom, if ever, see one another.
Another form of local communication is using a calling chain to inform brothers of upcoming
events. They are often used for notifying brothers of Masonic funeral services.
In this ever-changing world of technology, a lodge can communicate with the craft by
websites, e-mail and Internet chat. Tomorrow may bring other exciting ways of making
communication even easier and more direct.
Lodges can communicate in the same ways with neighboring lodges. Lodges working
together can increase the sense of a Masonic community, and can lead to two or more
lodges working together on projects and activities.
A second purpose of communication is to inform the world at large of the good things that
a lodge does in the community.
To determine the best way or ways to inform the public, it is necessary to assess the
various sources available.
Local newspapers, particularly in smaller communities, are usually willing to print stories,
press releases and pictures for the lodge. Providing a written text is usually most
appreciated, and will help to ensure that the information is accurate. It is common that
paid advertisements are used for fund raising activities.
Local television and radio may use stories connected with a lodge's activities, particularly
if there is a human-interest element.
Sending our press releases to local and area media help to get attention. The public
relations committee provides an outline of what a press release should look like and what
information should be included for maximum effectiveness.
We can also communicate through our actions. When people within the community see
lodge members working to keep our highways clean, assisting in community service
projects, and in helping their neighbors when the need arises, they are provided with a
picture of what Masonry and your lodge stands for.
Communication is necessary to create a vision that is shared by the members of the
lodge. It helps to develop a common purpose. It is used to inform the craft and the
community about the lodge, its programs and activities. Positive communication leads to
positive attitudes. Communication promotes creating a healthy lodge. All of this leads to a
pride in your lodge. It takes a little tune, but it is simple and effective.

37
 RECEPTION OF GUESTS , BALLOTING, DRAPING, AND LODGE OF SORROW.
PREFACE
Experience indicates that in the absence of specific directives or written instruction, constituted
lodges in Iowa have done certain things in particular ways suitable to them. There are as many
ways of doing things as there are lodges doing them.
In order to attempt some form of consistency, these guidelines are published for direction where
there has been little or none and to help provide some uniformity in these categories:
Reception of Visitors and Guests
Balloting
Draping the Charter
Opening and Closing a Lodge of Sorrow
The members of the Lodge Service Committee would like to thank Brothers Clifford Godsey,
P.G. M., Alfred Jensen, P.G.M., and Dennis Zahrt, P.S.G.W., Custodians of the Work for their
assistance in writing this section of the Handbook. Without their expert guidance, it would not
have been possible.
Guidelines For Reception Of Visitors And Guests
For many years it has been recommended that the principal officers of a lodge arrive early
for called and stated meetings. This also is very important for those assigned to greet and
investigate visitors.
When an individual arrives with whom no one present has sat in lodge, the visitor’s
committee or officers should determine whether he is a visitor or a dues paying member
of the lodge that has been away and is essentially unknown to the principals of the lodge.
If he is a member of the lodge, he should be informed that he will be challenged by one of
the deacons, and that this process is not a reflection on him but is rather the duty of the
deacons when they have not sat in lodge with an individual before. Informing the brother
of this may save some hurt feelings or pride in the lodge room.
If the individual is a visitor or guest, the first order should be to see a current dues card
or a demit that is less than one year old. The investigating committee may also use the
“Test Oath” or may ask such questions (due guard and signs for the three degrees, etc.)
to establish in their own minds that the visitor or guest has been Initiated, Passed, and
Raised and is qualified to attend whatever degree is being conducted at that meeting.
Whatever steps are taken, every effort should be made to make the visitor feel welcome
and aware that their presence is valued and appreciated. One of the examiners should
be prepared to introduce the visitor by name and lodge when he is challenged by one of
the deacons. (Lodges may want to use a form similar to that on page 16 of the Book of
Ceremonials which can then become part of the Secretary’s minutes for that meeting).
There should not be a visitor or guest challenged inside the lodge room that someone
cannot vouch for. However, should that ever occur, the Master should assign a committee
of two members to retire with the visitor or guest for the purpose of examination. The lodge
may continue with the opening unless either deacon has retired for the examination, in
which case, the lodge will be at ease until the examination is complete, and the committee
returns with the brother for introduction.
In case a visitor or guest arrives at the Tyler’s door after the door has been sealed, the
Tyler is responsible for the proper examination of the brother before alarming the lodge
and seeking permission for him to enter. If the Tyler is unable to make such a decision, the

38
visitor shall be turned away or the Master informed so that he may appoint a committee to
further examine the individual. This process should be worked out at the beginning of the
year by the Worshipful Master and Tyler.
Guidelines For Balloting
After the Worshipful Master or Secretary reads the required information from the petition,
the Worshipful Master says, “Brother Senior Deacon,” (Senior Deacon rises, takes his rod
in his right hand, and turns to face South), “prepare the ballot box” or “spread the ballot.”
With the rod in his right hand, the Senior Deacon moves as required to obtain the ballot
box and checks to be sure that there are no cubes or balls in the secret compartment and
that there are adequate balls and cubes for the ballot. Keeping his rod in his right hand
and the ballot box in his left, he moves counter clockwise and crosses West of the altar to
the Junior. Warden, on to the Senior Warden, and back to the Worshipful Master. Each, in
turn, determines that no ballots are in the secret compartment and that adequate balls and
cubes are in the voting compartments for the ballot. (Reference Figure 1)
Having done this the Master announces, “Brethren, we are voting on the petition of
Mr. ________ _________ for the degrees of Masonry in (Name of Lodge) Lodge No.
(Number). Remember, white balls elect, and black cubes reject. Be careful of your ballot
and vote only for the good of the Fraternity.” (OR WORDS TO THAT EFFECT)
After the announcement, the Master votes first. The Senior Deacon moves counter
clockwise to the Senior Warden who votes next, then to the Junior Warden’s station to
allow him to vote and finally to the altar or a small table set South of the altar where he
sets the ballot box with the voting side facing West and votes himself. The Senior Deacon
then faces West and moves at least four paces from the altar. (Reference Figure 2) He
turns again so that he is facing south and tilts his rod forward to serve as a gate. The
members sitting on the south side who are entitled to vote led by the Secretary line up
West of the tilted rod. The Senior Deacon retracts the rod to a vertical position allowing
the Secretary to approach the ballot box and vote. After the Secretary has voted, the
Senior Deacon retracts his rod again allowing the next in line to vote. This continues until
all in the South have balloted. The Treasurer then leads all of those on the North side of
the lodge who are entitled to vote to the West of the Senior Deacon and the same process
is followed until all of those on the North side have balloted. The Tyler is/may be included
if a brother that has voted relieves him of his duties outside the door while he votes. It is
always permissible for the Senior Deacon to carry the ballot to Brothers on the sidelines
that are infirm in any way. If the Senior Deacon forgot to vote after the Junior Warden, he
may vote after the last brother in line has cast his ballot.
After the last brother has voted, the Worshipful Master asks, “Have all voted who are
entitled (required) to vote?”
The Secretary monitors the ballot as only current members of that lodge are eligible to
vote, and the Secretary has the membership register. The Secretary responds, “All have
voted.”
The Worshipful Master announces, “I declare the ballot closed” (Gives one knock) Brother
Senior Deacon, bear the ballot box to the South, West, and return it to the East.” (Reference
Figure 3)
The Junior Warden rises as the Senior Deacon presents the ballot box, inspects the
contents of the secret side, and remains standing. The Senior Deacon bears the ballot
box to the Senior Warden where the same inspection process is repeated. He then bears

39
the ballot box to the East where the Master inspects the ballot as in the South and West.
If the Worshipful Master determines the ballot is clear or contains more than one negative
vote, he asks, “How do you find the Ballot in the South, Brother Junior Warden?”
The Junior Warden replies, “Clear/not clear/ cloudy, or dark (whichever applies) in the
South, (Sign) Worshipful Master.”
The Worshipful Master asks the Senior Warden, “How do you find the Ballot in the West,
Brother Senior Warden?”
The Senior Warden replies, “Clear/not clear, cloudy, or dark (whichever applies) in the
West, (Sign) Worshipful Master.”
The Worshipful Master then says, “And clear/not clear, cloudy, or dark in the East.” If clear,
he says, “Brethren, you have elected Mr. ______ __________ to receive the degrees of
Masonry in _________ Lodge No. _____.” If not clear (with more than one black cube)
he says, “Brethren, you have rejected the petition of Mr. _______ ________ for the
degrees of Masonry.”
If only one negative vote (black cube) appears, the Master does not ask nor declare the
result but orders a reballot by destroying the ballot. The vote on the second ballot shall
be declared and be final. After the declaration by the Master, he shall order the Senior
Deacon to destroy the ballot.
It is the duty of the Secretary to notify the petitioner of the action on his petition.
Guidelines For Draping The Charter
The Charter of a lodge is draped in black or purple upon the death of a Past Grand Master.
The Charter is draped for a period of (usually) thirty days after his obituary is read in open
lodge at a Stated Communication following the receipt of an order of the current Grand
Master.
The means of compliance to this order are as numerous as there are lodges in Iowa. Each
lodge should have a suitable drape for their charter. The Worshipful Master may order the
drape to be applied by the Secretary, Senior Deacon, Marshal, or any other brother that
he may designate after the notice is read in open lodge. After the designated time has
passed, the Master will order the undraping of the charter.
It is the practice of some lodges to drape the Charter, Altar, or Great Lights on the death
of a member or to conduct an annual memorial service with them draped. No restrictions
exist on such memorial practices.
Guidelines For Opening And Closing A Lodge Of Sorrow
REFERENCES: Book of Ceremonials pages129-139;
In the past on the day of the memorial service or burial service, lodges were opened as a
called Lodge of Sorrow on the Master Mason’s Degree. The funeral or burial service was
conducted, and the brethren returned to the lodge and closed the Lodge of Sorrow. This
is the most generally accepted format.
Because of the difficulty of gathering a suitable number of brethren for this purpose on
short notice, the Code of Iowa allows lodges to provide , by resolution or an amendment
to their by-laws, for an annual Lodge of Sorrow.
Masonic Code of Iowa, Chapter 39 “Masonic Burials,” Section 3 c “Annual Lodge
of Sorrow”
A lodge may provide by resolution or amendment to the bylaws for an annual lodge of
sorrow. Such lodge of sorrow may be opened in regular form any time after the installation

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of officers and remain open for the purpose of conducting funeral and memorial services
during the term of office, Chapter 15, Section 6 of the Laws for Subordinate Lodges
notwithstanding. The Master shall close the lodge of sorrow in regular form before the
end of his term.
Minutes shall be kept by the Secretary of the lodge. These minutes shall be read in
the same manner as minutes of a called communication at the next stated communication
for correction and approval.
After the Worshipful Master is installed and has conducted and closed his first regular
meeting for the year, he may Open a lodge of Master Masons and designate it as a annual
Lodge of Sorrow. The Lodge of Sorrow is left open until after the closing of the last stated
meeting of the year (or before the end of the Master’s term) when the Master closes the
Lodge of Sorrow on the Master Mason Degree (Not by declaration and not as part of
the stated communication). This may leave the lodge with the necessity of Opening and
Closing a Lodge of Sorrow for each death between the Closing of the annual Lodge of
Sorrow in the old year, and the Opening of the annual Lodge of Sorrow in the new year.

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 RECEPTION OF GRAND AND PAST GRAND LODGE OFFICERS
Grand Lodge Officer Reception
1. Open Lodge
2. Welcome All
This Section Pertains to Reception of Grand and Past Grand Lodge Officers
3. Remember that the Grand and Past Grand Lodge Officers will be saluted with the Public
Grand Honors of Masonry, the 3x3.
4. WORSHIPFUL MASTER: "I Appoint Brother ____________ Senior Committeeman and
Brother ______________ Junior Committeeman who along with the Senior Deacon and
Stewards will retire and present the Grand and Past Grand Lodge Officers. "
5. The committee meets at the Altar, salutes, and retires in single file. Their order from
North to South is: Senior Deacon,
Junior Committeeman, Senior Committeeman, Junior Steward and Senior Steward
6. As they leave the Altar, the Junior Deacon knocks on the door, and informs the Tyler so
the door will be open without the procession having to stop.
7. When the committee is ready, the Tyler will knock, the Junior Deacon will respond,
the Tyler says "The committee with the Grand and Past Grand Lodge Officers are ready
to enter." The Junior Deacon will likewise report to the W.M., and the W.M. will allow the
committee and the Grand and Past Grand Lodge Officers to enter. The W.M. calls up the
Craft (knock 3 times).
8. The committee returns in the following order: (See Accompanying Chart ) or ( See
Section on Visitations in Book of Ceremonials )
9. The Senior Committeeman "introduces" the Grand and Past Grand Lodge Officers.
10. The Worshipful Master will then ask the Senior Committeeman to conduct the
distinguished Brothers to the East where the W.M. comes down and greets each personally.
He returns to the East. (Note - the committee will resume their places in the lodge as the
last person goes through the reception line in front of them.)
11. The W.M. asks (probably the Deputy Grand Secretary) to introduce the Grand and Past
Grand Lodge Officers.
12. After they have been introduced the Worshipful Master says: "Brethren, let us salute
the Grand and Past Grand Lodge Officers with the Public Grand Honors 3 X 3."
13. (knock) All are seated.
This Section Pertains to Reception of Grand Master
14, WORSHIPFUL MASTER: "I Appoint Brother ___________________ Senior
Committeeman and
Brother ____________________ Junior Committeeman who along with the Senior
Deacon and Stewards will retire and present the Grand Master of Masons in Iowa. "
15. The committee will retire. (same as notes 5 and 6 in the above section)
16. While the committee is out of the Lodge Hall, the W.M. will remind the Craft that the
G.M. will be accorded the Private Grand Honors of Masonry, which are the due guards
and signs of each Degree.
17. When the committee is ready, the Tyler will knock, the Junior Deacon will respond, the
Tyler says "The committee with the Grand Master are ready to enter." The Junior Deacon
will likewise report to the W.M., and the W.M. will allow the committee and Grand Master
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to enter.
18. As the Stewards enter, the Worshipful Master knocks three times to call up the Craft
and uncovers.
19. The Grand Master should be directly west of the Altar with the committee to the north
of him. All give the due-guard and sign lead by the Worshipful Master.
20. The Senior Committeeman introduces the Grand Master.
21. The Worshipful Master gives the following order: "Brother Senior Committeeman,
conduct the Grand Master to the East."
22. The Senior Committeeman conducts the Grand Master to the W.M., who places him on
the right. The moment the Grand Master passes the lines, the escort quietly resume their
places in the lodge room so as to leave the floor clear for the presentation of the brethren
to the Grand Master.
23. The Master addresses such words of welcome to the Grand Master as he may deem
proper, concluding with the statement: "Most Worshipful Grand Master, behold your
brethren. Brethren, behold your Grand Master. Let us salute him with the Private Grand
Honors of Masonry." All present give the due-guard and sign of each degree in unison.
24. The W.M. presents the Grand Master with the gavel.
(The Grand Master will seat the Craft,) The Grand Master will continue as necessary.
This Section Pertains to Reception of an Honored Brother
(*only used for a reception honoring a Grand Lodge Officer)
25. Most likely the Grand Master will return the gavel to the W.M. for the purpose of
introducing the honored Brother. The Grand Master will uncover and the W.M. will cover.
26. WORSHIPFUL MASTER: “I Appoint Brother_____________ Senior Committeeman
and Brother ______________ Junior Committeeman who along with the Senior Deacon
and Stewards will retire and present (the appropriate officer) of the Grand Lodge of Iowa.
27. The committee will meet at the Altar and depart as before. The Junior Deacon and
Tyler again work together to have the door opened.
28. When the committee is ready, the Tyler will knock, the Junior Deacon will respond, the
Tyler says "The committee with (the appropriate officer) are ready to enter." The Junior
Deacon will likewise report to the W.M., and the W.M. will allow the committee and the
Honored Brother to enter. The W.M. calls up the Craft.
29. After saluting at the Altar, the Senior Committeeman will introduce the Honored Brother.
30. The W.M. will invite the Honoree to the East. The Senior Committeeman conducts the
Brother to the East where the W.M., greets him. The W.M. will ask the Craft to join him in
saluting the Honored Brother with the Public Grand Honors of Masonry, the 3x3.
31. Allow the Honoree the opportunity to make a few comments, if he chooses.
32. The W.M. will return the gavel to the Grand Master, ask him to close the lodge, and
uncover.
33. After remarks, the Grand Master will invite the Grand Lodge Officers to assume their
respective Stations and Places and close lodge. The Honored Brother will probably be in
the East.
34. The lodge will close and proceed as planned for the evening.

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 The Grand Lodge Of Iowa
The Grand Lodge of Iowa is the sovereign legislative, judicial, and executive power for Masonry
within the State of Iowa. It is by the existence of the Grand Lodge that the subordinate lodges
within Iowa derive the right to exist and function. Similarly, the Grand Lodge could not exist
without its constituent lodges, and its actions are merely a reflection of their combined will at the
state level. The Grand Lodge is made up of each of its officers, each past elective officer while a
member of one of its subordinate lodges, each member of its boards and standing committees,
and the Worshipful Master, Senior Warden, and Junior Warden of each of its chartered lodges.
In 2015 there are approximately 988 members of the Grand Lodge, each with one vote.
Each year the Grand Lodge meets in its annual communication on the third weekend (Friday and
Saturday) in September. The location for Grand Lodge rotates between five cities: Waterloo,
Des Moines, Cedar Rapids, Sioux City, and Davenport. However, the Grand Master may change
the location for sufficient reason. The Master and Wardens of each lodge or their proxies are
encouraged to attend each of these meetings because this is where the leadership for Iowa
Masonry for the ensuing year is determined and decisions on legislation are made that affect your
lodge, its members, and the course of Masonry in Iowa. The Grand Lodge Session also provides
an opportunity to enjoy fellowship, meet and share ideas with brethren from across the state and
learn information through seminars and other activities which will be useful to you as you plan
your year and serve your lodge.
The Masonic Code of Iowa is the law which governs Iowa Masonry. Unlike some other jurisdictions,
Grand Masters in Iowa are not allowed to issue edicts which supersede the Code. By-laws provide
the rules which govern each individual subordinate lodge and provide the guidelines under which
the officers of the lodge must operate. Those by-laws must, at all times, be in accordance with
the Masonic Code of Iowa.
The Grand Lodge Officers provide a visible face for Iowa Masonry during the Grand Lodge year.
Officers are installed at the end of one year’s Grand Lodge Session and serve until the end of the
ensuing year’s session. The five elected officers are the Grand Master, Senior Grand Warden,
Junior Grand Warden, Grand Treasurer, and Grand Secretary. They and the ten appointed officers
travel around the state assisting with Cornerstone Laying Ceremonies, Temple Dedications, Third
Degrees, lodge celebrations and other ceremonial activities. These brethren and their ladies
contribute a great deal of time and energy toward serving Iowa Masonry during their year as a
Grand Lodge Officer. With the exception of the Grand Master and two full-time Grand Lodge
employees, most of their travel is at their own expense.
The Grand Master is the supreme executive authority of Iowa Masonry. If a lodge, by necessity,
has to hold their election of officers at a time other than at the November Stated Meeting, if they
wish to hold their installation of officers at a time other than prescribed by the Code, or move their
charter for a special occasion, the Grand Master must issue a dispensation before any action
can occur. He also has the power to settle disputes involving the construction and application
of Masonic laws subject to the review of the Grand Lodge. The Grand Master presides over the
Grand Lodge Session and any other function during the year when Grand Lodge is Opened. He
also attends all Grand Lodge Committee meetings, represents the Grand Lodge at meetings
with affiliated bodies, other Grand Lodge sessions in neighboring states, and at the Midwest
Conference and the Conference of Grand Masters. He receives a stipend to assist him with
some of the expenses that he incurs as Grand Master. To be a Grand Master, a brother must be
a member of an Iowa lodge and a Master or Past Master of a lodge (this also applies to the offices
of Deputy Grand Master and the Wardens). The Grand Master is addressed as Most Worshipful
Brother or Most Worshipful Grand Master.
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The Senior Grand Warden, Junior Grand Warden, Grand Treasurer, and Grand Secretary are
elected positions. The nominees for these positions are selected at a meeting of Past and
Present Elective Grand Lodge Officers that is held in Des Moines between April 1 and May
15. Since Iowa does not have a progressive line, they do not advance at the end of their terms.
However, all past elective Grand Lodge officers remain as members of the Grand Lodge and are
entitled to vote as long as they are members of an Iowa lodge. They are addressed formally as
Right Worshipful Brother.
Although they are appointed by the Grand Master rather than elected, the Deputy Grand Master
and Grand Chaplain are also addressed as Right Worshipful Brother. The brethren filling those
positions are not entitled to vote after the conclusion of their year in office unless they are elected
to a higher office. The Marshal, Deacons, Stewards, Tyler, and Grand Musician are appointed
by the Grand Master and addressed as Worshipful Brother. Like the Deputy Grand Master and
Grand Chaplain, their active membership in the Grand Lodge is only for their term of office unless
they are later elected to a higher office.
The Grand Secretary is charged with keeping the records and accounts of the Grand Lodge.
His office has the most contact with the constituent lodges throughout the year as he deals
with the lodge Secretaries and Masters in maintaining the records of the Grand Lodge. Any
correspondence or dealings with lodges from other Grand Jurisdictions must go through his
office. He also provides a series of Secretaries’ Conferences during the year. The Grand Lodge
Office is in Cedar Rapids (Phone: 319-365-1438 or email: grandsecretary@gl-iowa.org) is a useful
source of information for lodge officers. The Office is open Monday through Friday from 8:00
A.M. to 12:00 P.M. and from 1:00 P.M. until 5:00 P.M. The Grand Lodge Administrative Offices
are also home to the Iowa Masonic Library and Museums. As an Iowa Mason, you are a part
owner of one of the greatest collections of Masonic literature and information in the world as well
as one of the most interesting tour facilities within the state. Make time to see your marvelous
collections.
The Custodians of the Work are also elected officers of the Grand Lodge. The Board of
Custodians of the Work consists of three brothers who serve six year terms. They are in charge
of the promulgation of the ritual and its accompanying floor movements. They also oversee the
appointment of Masonic Instructors and District Lecturers and assist in their continued training by
providing regional schools of instruction and the Grand Lodge School of Instruction.
A number of Boards and Committees oversee and support Grand Lodge Activities. Unless
otherwise stated, the members of the committees are appointed by the Grand Master.
The Board of Trustees of the Grand Lodge consists of three members who serve six year terms.
The trustees hold legal title to all the property controlled by the Grand Lodge with the exception
of that held by the Grand Charity Fund. The Trustees and have oversight authority for the funding
and maintenance of Grand Lodge properties and facilities. Any lodge that wishes to purchase
land or buy or erect a new building must have approval from the Board of Trustees before final
action may be taken.
The Trustees of the Grand Charity Funds consists of five members who serve five year terms.
They oversee the funds included in the Grand Charity Funds and its properties which include the
Iowa Masonic Nursing Home and Masonic Village at Bettendorf. The Grand Charity Board also
acts on applications to the Field Financial Aid Fund. Lodges may make applications to this fund
to assist people in need within their lodge or community. While lodges are encouraged to assist
in providing funding for the application, matching funding is not required.
The Trustees of the Herman L. Rowley Memorial Trust consists of five members who serve five
year terms (at least two of the trustees must be members in good standing of Otley Lodge No.
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299). They are charged with operating the Herman L. Rowley Memorial Trust and overseeing the
administration of Rowley Masonic Memorial Community at Perry.
The Trustees of the Masonic Charitable Educational Corporation consists of three members,
serving six year terms, who oversee the Grand Lodge student loan and grant program.
The Trustees of the Masonic Scholarship Endowment Fund consists of three members, serving
six year terms, who oversee the investment of the Scholarship Fund.
The Trustees of the Iowa Masonic Library and Museums Building Endowment Fund consists of
three members, serving six year terms, who oversee the Endowment Fund which supports the
portion of the Library and Administrative Building that houses the library and museums.
The Following Standing Committees Serve The Grand Lodge:
The Masonic Jurisprudence Committee consists of all the Past Grand Masters. To this committee
are referred all matters of legal significance, all decisions and official opinions written by the
Grand Master, and all proposed amendments to the Code and Constitution. This committee
also consults with the Chairman of Division and Reference and approves his selection for the
Chairman of Division and Reference for the upcoming year.
The Division and Reference Committee consists of three members, serving one year, who review
the reports of the Grand Master, Grand Secretary, and Grand Librarian and recommend action
on them. The Chairman of this committee is the nominee for Grand Master for the ensuing year.
The Lodge Service Committee consists of 14 members, who serve one year terms, and an
executive director. The duties of the Committee shall include, but not be limited to, assisting
the Executive Director in conducting the various activities of the Committee: including personal
visitations of lodges in their areas; Grand Master Area Meetings; Lodge Service Neighborhood
Area Meetings; the various activities of the Committee at Grand Lodge; the development and
distribution of Masonic educational materials; review and analyze membership trends; recommend,
develop and implement short, intermediate, and long term goals for membership retention and
growth; and to provide appropriate assistance to subordinate lodges for the improvement and
betterment of Freemasonry in Iowa.
The Finance Committee consists of three members who serve three year terms. The Chairman
of this committee is the nominee for Grand Treasurer the following year. This committee reviews
the finances of the Grand Lodge and is responsible for submitting a proposed budget for the
ensuing year.
The Fraternal Review Committee consists of one member, who serves a one year term. He
studies the proceedings of Grand Lodges and reports on the general condition of Freemasonry
throughout the world.
The Grand Lodge Recognition Committee consists of one member, serving a one year term, who
examines and reports on all matters concerning recognition that are referred to the committee.
The Appeals and Grievances Committee consists of three members appointed for one year.
They review all expulsions and reinstatements after sentence of expulsion, and any appeals or
grievances referred to them and make recommendations to the Grand Lodge for action.
The Credentials Committee consists of six members, serving three year terms, who welcome
brethren attending the annual Grand Lodge session, pass upon their credentials, and prepare
reports certifying the attendance at Grand Lodge.
The Visitors Committee consists of two members¸ serving one year terms, whose duty it is to
welcome and accommodate brethren visiting Grand Lodge from other Grand Jurisdictions and
other Grand Bodies and to examine those not vouched for.

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The Public Relations Committee consists of three members appointed for three year terms. They
are responsible for promoting better public relations with the general public, assisting in publicizing
Masonic events, and sponcer the Grand Design and Social Media Awards.
The Scholarship Selection Committee consists of five members who serve five year terms. They
have the difficult task of selecting the recipients for the Grand Lodge Scholarships. This process
includes reading through hundreds of scholarship applications, selecting those to be interviewed,
and narrowing that number to select the winners.
The Public School Support Committee consists of three members, serving three year terms, who
demonstrate Masonry’s support of the Public School System through the Teacher of the Year
Program.
The Committee on Masonic Youth consists of five members appointed for five year terms who
show Masonry’s support of the Masonic-related youth organizations by working with and assisting
them in furthering their goals.
The Masonic Charitable Educational Corporation Scholarship Selection Committee consists of
five members, serving five years terms. They have the difficult task of selecting the recipients
for the Masonic Charitable Educational Corporation Scholarship Program. This process includes
reading through hundreds of scholarship applications, selecting those to be interviewed, and
narrowing that number to select the winners.
The Technology Committee consists of the Grand Secretary, the Director of the Lodge Service
Committee, and five members serving five year terms. They maintain a Grand Lodge of Iowa
web presence providing access to information, education, and communication for Iowa Masons
provided by the Grand Secretary’s Office.
The Long Range Strategic Planning Committee consists of five members serving five year terms.
The Grand Secretary and Executive Director of the Lodge Service Committee serve as ex-officio
members of this committee. They are responcible for monitoring and researching societal,
economic, and demographic trends which will affect Iowa Freemasonry in the future proposing
strategic plans for the Grand Lodge and assist lodges in long-range planning efforts.
Iowa Academy Of Masonic Knowledge Committee.
The Iowa Academy of Masonic Knowledge Committee consists of five members serving terms
five years. A member of the Technology Committee serves as an ex officio member of this
committee to assist with maintaining a Web Site.
They are responcible for helping to provide an environment that will enable Masons to explore an
understanding of the nature, history, philosophy and purposes of Freemasonry, its past, present
and future and provide them with opportunities to share those understandings with others.” To
assist individual Masons in a leveled program of home study that will allow them to work at their
own pace and area of interest through readings and responses to those readings for advancement
through three levels of study and to maintain records and develop methods for sharing information
and acknowledging completion of various levels of study.

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 Contact Information
The following telephone numbers and addresses may be useful to you during your term of office.
Grand Secretary’s Office
Mailing address: Grand Lodge of Iowa
P.O. Box 279
Cedar Rapids, IA 52406-0279
Phone - 319-365-1438 Fax – 319-365-1439
Website - www.grandlodgeofiowa.org
grandsecretary@gl-iowa.org - goes to the Grand Secretary’s inbox
For questions and information of all kinds and types
dgs@gl-iowa.org - goes to the Deputy Grand Secretary’s inbox
For all Lodge Service Committee inquiries
For general questions and information on all types and kinds
membership@gl-iowa.org - goes to the Membership inbox
For changes of addresses
For notification of Initiations
For notification of Deaths
bookkeeping@gl-iowa.org - goes to the Bookkeeper’s inbox
For questions about bills and billings
librarian@gl-iowa.org - goes to the Librarian’s inbox
For requests for books and related material
scholarships@gl-iowa.org - goes to the coordinator of the scholarship program
For scholarship forms
For questions on the scholarship program
Rowley Memorial Masonic Home
Mailing Address: LuCinda L Friess, Administrator
Rowley Memorial Masonic Home
P.O. Box 578
Perry, IA 50220-0578
Phone: 515-465-5316 Fax: 515-465-4869
Website: http://rowleymasoniccommunity.org/
Iowa Masonic Health Care Facility, Masonic Village, and Field Financial Aid
Mailing address: Administrator
Iowa Masonic Health Facilities and Masonic Village
P.O. Box 10370
Bettendorf, IA 52722-8370
Phone : 319-359-9171 Fax: 319-359-6900
Website: http://www.iowamasonichealth.org/
email: marsha.miller@iowamasonichealth.org

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