THE WORKLOAD OF A LODGE

by M.W. Bro A.0. Aspeslet

The general charge at our installations embodies many lessons,
not the least of which deals with duty.  We are reminded in no
uncertain terms, that, while enjoying the benefits and
appreciating the values of Freemasonry, we should never forget
the duties that we owe to the Order, for there is no right
without a parallel duty.  To me this means that there is no right
anywhere not just in Masonic privilege - without a parallel duty. 
Therefore let us get right down to the obligation each of us has,
to contribute to the smooth functioning of our Masonic lodge.

Let us begin with the officers, because in voluntarily accepting
an office they have assumed the responsibilities that go with the
title. It cannot be over emphasized that if an officer does
nothing more than the duties of his office - be they ever so
trivial - he is making a great contribution.  The combined
efforts of all the officers can, thereby, leave the lodge
unencumbered by bureaucratic confusion, and release the brethren
to pursue their real objective - namely moral instruction and
social intercourse.

The allocation of duties varies from lodge to lodge, but the
responsibilities do not.  With your indulgence then I shall
arbitrarily assume one pattern for delegation of responsibility. 
We all fit in here somewhere.

Start with the TYLER; at his installation he was charged to guard
the entrance, see that the brethren register, and that candidates
are properly prepared.  Now is that asking too much? Certainly
not.  But what happens if the tyler fails to perform these minor
duties? If he is absent there can be a great scramble for an
unprepared replacement.  How often have you waited while some
brother went to the sign to register, or a ceremony was
interrupted because someone forgot a cabletow or slippers, and an
uncomfortable delay ensued while someone corrected the error. 
Moreover, this deals with minimal duties.  The disruption is
magnified as responsibilities increase.

Let us step up to the rung to the INNER GUARD.  The Inner Guard
is charged to admit Masons on proof, receive candidates in due
form and to obey the commands of the J.W. Let us analyze these
duties: firstly it is the obligation of the visitor not the Inner
Guard to prove he is a Mason. That should be no problem.  The
form in which the candidate is received is laid down clearly in
the ritual.  What could be more explicit? The commands of the
J.W. are carried out on the spot as directed.  Is this making too
much of an officer?

But again what ripples are sent through the lodge when these
small responsibilities are not attended to. His non-attendance
can often mean another search for a last minute unprepared
substitute. The Inner Guard's role in the ritualistic reception
of candidates is minimal to say the least, but its importance is
far out of proportion to its size.  After all it is the first
exposure the new brother will have to the ritual.  No one expects
perfection, but we do expect this officer to try.

There isn't much to say about the ORGANIST other than that  he is
directed to conduct and preside over the musical part of our
ceremonies.  A good Organist is hard to find and he can do much
to add or detract from the ceremony. The problem arises when he
never attends a practice and gradually forgets how to synchronize
his music with the floor work. The result is often less than
inspiring.  Organists often overlook little things, like
permitting a distinctive shaft of light to illuminate an
otherwise darkened room. It is his duty to be attentive to these
little things and to be alert.

At installation the CHAPLAIN is enjoined to conduct the
devotional portions of our ceremonies. His part in the Ritual is
spelled out to the last comma, and, he is expected to offer brief
prayers and blessings at the festive board when called upon. 
Apparently straight forward and simple functions.

But there is really more to it than that, if the Chaplain takes
his office seriously. He should as all ritualists, try to make
his words meaningful.  For example, what contribution does to
make when he parrots a prayer which he, himself, never tried to
understand.  If the teacher doesn't know what he is talking about
when-he quotes from Ecclesiastes, how can the student get
anything out of it.

In some lodges the Chaplain is charged with the sick report and
hospital visitations.... a good example of delegation of
responsibilities to spread the work more evenly.  Bear in mind
that the Chaplain is so charged, he need not feel that he must
make all the visitations himself.  What it does mean is that the
onus is on him to see that someone is attending to them, and that
they are carried out regularly and faithfully without too much
supervision from above.

Next on the list are the STEWARDS. The Stewards accept the
obligation to attend to any ceremonies, prepare candidates in all
degrees and to be responsible for the J.W. The Stewards must get
together with the Director of Ceremonies so that they can
anticipate what is to be done, so that they know what they are
doing and so that they do it with poise and dignity. Otherwise
there is no point in doing it at all.  After all they are in the
spotlight when they usher in the Grand Master or other dignitary. 
Their work will reflect on the efficiency of the lodge.

We would hope that the Stewards would at least be familiar with
their ritualistic duties. Preparing the candidate is straight
forward, but how many times have you seen the ceremony
interrupted while someone had to find a pointer, move an ashlar,
or find an apron? Too many people have given an entire evening to
see the work done properly. The stewards should not be the weak
link in an otherwise strong chain. The Stewards need only do
their homework before the meeting.

Now consider the DEACONS.  At installation they are directed to
"attend the Worshipful Master and assist in the active duties of
the lodge".  The duties are not so clearly spelled out in this
case.  Working with the Master, they are obliged to be alert to
the needs of lodge routine ... such as preparing ballots.

In our rites and ceremonies it is the Deacons who dominate much
of the floor work and initiate the movements of the candidates. 
Therefore, it is obligatory that they attend practices to learn
to synchronize  their movements with the other participants, and
become as fluent as their talent permits with the words they must
speak. Few things tend more to mar a ceremony than sloppy floor
work, where the blind are leading the blind, and guides are
groping in confusion. Eloquence in the ritual is a difficult art
and shortcomings here are understandable, but unprepared floor
work and poorly executed signs are far less forgiveable.

The Deacons are higher on the ladder. The duties that come with
their offices are, therefore, broadened. In many lodges the
Deacons are given certain special committees - dealing with such
things as mentor plans, boards of relief, and widows lists. 
Again, they are not expected to carry the burden alone.  What is
demanded of them is that they accept the responsibility to see
that the duties are dealt with by someone, without constant
supervision by the Master.  If a brother is not prepared to
accept the duties that go with the office, and should not accept
the appointment.

Now we come to a real challenge: the JUNIOR WARDEN.  He is
directed at installation to assist in the governing of the lodge,
to examine visitors, and to introduce candidates.  He it is who
must alert the Master than an examining board is needed to
identify a stranger.  The part he has to play in our ceremonies
is enough to send shivers down the spine of even the most
accomplished spedker. These duties cannot be taken lightly.  But
it is the second part of his instructions ... that of
superintending the craft during refreshment ... that can be the
most taxing.  He prepares the food, arranges head tables and
speakers, organizes social functions like ladies nights, etc.

This is a difficult role to fill for a brother with no
experience, and the J.W. welcomes all the help he can get. Let it
be clearly understood, however, that the support and cooperation
of the brethren will be offered or withheld in direct proportion
to the effort made by the J.W. himself.

The duties of the SENIOR WARDEN are somewhat less trying. 
Obviously he must attend to his role in the ritual to the best of
his ability. Then, too, he is instructed to prepare himself to
rule the lodge, in the absence of the W.M. Above and beyond these
tasks, the S.W. is the housekeeper of the lodge.  He sorts out
the nuts and bolts of administration in the General/Purposes
committee over which he presides. In a well run lodge with a
responsible and attentive Senior Warden the wheels of
administration should turn without a squeak.

Let us now turn our attention to the office of REGISTRAR. Here is
an area where most Masters fail in their delegation of
responsibility. Far too often the Registrar's office is a reward
for regular attendance. Yet at installation the Registrar is
specifically instructed to assist the  Secretary and to keep a
record of all important events. The proper filling of this office
by an enthusiastic and energetic brother can go a long way to
relieving the Secretary of much detail that clutters his minutes
and occupies his time. Lodge minutes can be cut in half if the
Registrar - not the Secretary conscientiously records all details
of the purely social lodge activities, the delivery of flowers to
the ill ... the lunch table functions, the highlights of an
interesting informal address ... the record of lodge bowling,
golf or curling teams ... the pasting of newspaper clippings,
photos, postcards and similar correspondence.

With so much cleaned off his desk the SECRETARY is left with
recording only the more legalistic information. There is no
reason why the Secretary should be the workhorse of the lodge. 
At installation he is given but three charges: to issue summonses
for meetings, to collect all monies, and to record proceedings. 
The sending of notices is straight forward.  The collection of
money can be a chore because there is always someone who is
delinquent, and he must send a series of reminders. (Incidentally
the Constitution authorizes the combining of the office of
Secretary and Treasurer). The Secretary does all the work anyway
and chasing after an elusive Treasurer can be a nuisance.

Recording the proceedings is the Secretary's most obvious duty. 
Regretably some Secretaries seem inspired to write the Canadian
novel.  Most of what transpires in a lodge which they must record
can be reduced to a few dates, names and statistics. The
Secretary notes the names of applicants and candidates, and their
progress through the Craft; he lists the financial figures, the
demits and affiliations, the elections and appointments, motions
passes or rejected, and dates and times - in short the bare bones
business of the lodge. The social work is passed on to the
Registrar. There is no need to point out what happens when the
Secretary does not do his job.

There are, however, pitfalls the Secretary must avoid. He,
perhaps more than any other individual, can influence the
continuity of the lodge through a succession of different
Masters. Most newly installed Masters tend to lean on him until
they feel their own sea legs. Here is where the danger lurks. A
secretary sometimes comes to feel that it is he who really guides
the destiny of his lodge.  Some become so set in their ways that
their contribution becomes, not one of assistance, but rather one
of obstruction.  A wise Secretary will realize that each new
Master must be taught. The Secretary should have the wisdom to
let the Master feel his way, unfold his own plan, and perhaps
make a few harmless mistakes while he gains experience.

The example the Secretary sets is very important. Long
familiarity with the job can breed a certain familiarity that can
erode the dignity and discipline of the lodge.  Addressing
officers by their first names whittles away at the respect due
their office, informal interjections from the Secretary's desk
often disrupts the good order of business, and the failure to
abide by protocol, the dress and formalities of meetings steadily
diminishes the dignified atmosphere of the lodge room.  The
experienced Secretary will never forget that he is under the
spotlight, that his example is of paramount importance to the
well functioning of lodge dffairs, and that he can influence
younger members for better or for worse.

Let us now turn our attention to the IMMEDIATE PAST MASTER.  Some
have the impression that once he has served his year as Master,
his duties are finished. I have news for you. His chair is not a
prize for past service where a brother can quietly vegetate in a
place of honour. His regular attendance is essential for it is he
who is most intimately associated with the transfer of authority
from himself to his successor. He is the crutch on which the new
Master leans until he finds his own footing. It is his duty to be
constantly alert at all meetings. It is his duty to be there.

Now consider the DIRECTOR OF CEREMONIES. This is an office which
in my opinion is downgraded in many lodges; if he is absent the
chair in most cases is not filled, for that evening. I will say
flatly that no other appointment is more important, and no other
appointment can take a greater burden from the shoulders of the
Master, than a qualified and responsible D. of C.

In a well run lodge it is the Director of Ceremonies who directs
the floor work, supervises the ritual and directs the minor
ceremonies such as the reception of visitors. He need do nothing
else in a lodge room, nor should he, for he will have his plate
full with these duties alone. Sudden illness, absence and
transfers of brethren make every night a cliff hanger for the one
in charge. The Director of Ceremonies should untie the knots
without running to the Master who has his own problems to
unravel.  He must rule his little roost with a whip hand for -
make no mistake - if he demands anything less than the best
effort from the participants, that is exactly what he will get. 
Wise is the Master who fills this position after long and careful
consideration.

Finally we come to the duties of the WORSHIPFUL MASTER. Assuming
a delegation of the responsibilities thus far outlined, we find
that:

- all social functions are handled by the Junior Warden,
- administrative decisions by the Senior Warden,
- health and welfare by the Brethren by the Chaplain,
- the training of the initiatives by the Deacons,
- the ceremonies by the Director of Ceremonies, and
- the paperwork by the Secretary and the Registrar.

Do I hear you say that this leaves the Master unemployed? Well
that is precisely the objective of this paper, and it should be
the objective of every officer in the lodge.  Many Masters assume
office with bright plans for the future, but what happens? In far
too many cases they never get around to them. They are too busy
following up their officers, looking over the shoulders of the
irresponsible, substituting for non-performance and replacing
those who evade their duties. In short they are frantically
patching and tieing up the loose ends that others should have
attended to.

Have you left your Master free to lead your lodge to better
things? Has your Master had time to unfold his plan for the Year?
The Master cannot work his plan if he must devote his time and
energies to picking up after others, repairing faulty workmanship
and recruiting substitutes. It must be said that the Master has
to supervise, but this should be simple if the officers are
conscientious, and he has given them clear and concise
instructions as to their duties.

I would now like to say something about the Master who enters the
office without a plan for the year. This is probably worse than
all the other problems I have discussed. Without a preconceived
plan the lodge can go nowhere. It is too late to plan after the
installation; he will be too busy. The planning must start in his
year as Junior Warden. At this time he is fairly sure that one
day he will end up in the EAST; he should be making mental notes
of his plan and committing them to paper. When he arrives in the
WEST he should revise, add to, or delete as required. Then on the
night of his installation his plan will be well and properly laid 
out, and ready to put into action. If the officers do their duty
and the Brethren lend their support, you can be assured that your
lodge will move steadily forward and you, as an individual may
advance with it.

May I give you one final word of advice to any conscientious but
probably apprehensive officer as he advances steadily towards the
EAST? The best way to prepare yourself for the duties of the next
office, is to do the very best job you can in the office you are
already filling.


PICKED UP IN  PASSING

The late W. Bro. Bill White, a Charter Member of Lodge Renfrew
No. 134 in Calgary, set a standard of dedication and ritualistic
perfection that would be difficult to beat.


As a young man he worked with the railway company during the
early days of Canada's West. He was frequently moved from place
to place across the Prairies during his employment. This
separated him from his Lodge even as early as the period of his
Initiation ceremonies.

Not to worry; Brother White didn't ask for postponements or
search for excuses for delay. He used to travel over twenty miles
just to prove up his work.  What's so unusual about that? one
might ask.  Well, the unusual part was that he made the long trip
both ways by pumping a heavy railroad hand car alone all the way
to his Lodge.  And he made his return in the blackness and cold
of a winter's night.

That was dedication! Do they make them like that anymore!

By the way, when asked about the difficulties of night travel in
this way, Bill White said that the only danger he considered was
that due to presence on the right-of-way of prairie porcupines. 
He pointed out that they were in the habit of climbing onto the
track, and a fifty-pound animal such as that lying unseen on the
track could throw the whole machine off the rails at risk to life
and limb of both porcupine and operator.


THE TRAVELLING MASON

The Grand Master of Colorado visited every one of the 147 Lodges
in his jurisdiction. In doing so he traveled 36,000 miles,
apparently in his own car. He spent only $1,500 of the funds of
his Grand Lodge. (Proceedings of G.L. Alta.; 1938, p. 10
Appendix).


NOTES ON THE MARGIN

"If we are not our brother's keeper, let us at least not be his
executioner."
(Marlon Brando.)



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