Sustaining and Growing Our Masonic Lodges
Many Masonic Lodges are currently feeling the strain. Declining membership has led to reduced attendance, which in turn means lower income from traditional sources—collections, member donations, and fundraising efforts. With fewer members involved, these revenue streams naturally diminish.
At the same time, the costs of maintaining Lodge premises are rising sharply. Utilities, maintenance, and general upkeep are becoming increasingly expensive. When income struggles to match outgoings, achieving financial balance becomes a major challenge for many Lodges.
In these circumstances, the remaining active members are often called upon to give or do more. While this may help in the short term, it rarely solves the core issue: a lack of consistent, sustainable income.
This scenario is likely familiar to many and has played out in the past as it is now. However, it’s fair to say that the challenges we face today are more intense than ever. So, if relying on a shrinking number of members to carry an increasing burden isn’t the answer, what is?
Let’s consider the Lodge’s economy in the same way we might assess that of a town, city, or country. Any sustainable economy must generate more income than it spends. When deficits grow year after year, the consequences can be catastrophic. Economists and policy makers often propose cutbacks and reduced services as temporary fixes. But as history has shown, these measures rarely resolve long-term problems. A more enduring solution is growth—economic growth that increases income, funds operations, and supports investment in the future.
Applying this thinking to a Masonic Lodge, growth means two key things: Retention and Recruitment.
First, we must retain and re-engage our existing members, encouraging greater participation and fostering a deeper sense of connection and purpose. Second—and just as critically—we must focus on recruitment. Freemasonry depends on the continual influx of new members. Without it, we risk decline; with it, we build strength and vitality.
Of course, growth—especially in today’s climate—isn’t easy. It requires a multifaceted, proactive approach. A strong, clearly defined recruitment strategy must be actively pursued. Marketing efforts should highlight what makes Freemasonry appealing, particularly to younger generations. This means embracing modern tools: a professional, informative website and thoughtful use of social media can go a long way in projecting the right image.
Just as important is the culture within the Lodge itself. Members must be openhearted and inclusive, creating an environment where enthusiasm and passion for the Craft are evident. When new members feel welcomed, engaged, and inspired, they are more likely to contribute—not only financially, but with time, skills, and energy.
A properly motivated new member can be a powerful asset. They help with fundraising efforts, lend their skills to maintenance and Lodge improvements, and often become enthusiastic ambassadors for Freemasonry. Their visible passion encourages others to join and strengthens the Lodge’s public image.
Admittedly, this path may seem daunting. But it is achievable.
In my own Mother Lodge, we faced immense pressure following the Covid-19 pandemic—perhaps the greatest challenge we had ever encountered. Yet by embracing the principles outlined above, we reversed the trend. Today, we are experiencing a level of growth we haven’t seen in 40 years.
We know this success isn’t guaranteed to last unless we continue to strike the right balance. But for now, we’re enjoying the sunshine—and we are committed to keeping our strategic focus at the forefront of everything we do.
With the right mindset, unity of purpose, and commitment to growth, Freemasonry can continue to thrive—not just survive—in the modern world.
Bro. Gordon Mackay P.M. Lodge St. Olaf 1188