Goals of Lodge Operations

Our goals are to promote membership growth and increasing the assets of lodges. We perform routine visits and when necessary detailed examinations of Moose Lodge Operations. We inspect Lodge books and records to ensure proper record keeping in support of financial, fraternal and organizational goals and requirements. We examine tax records to assess compliance with required filings and payments. We verify Lodge participation in mandated insurance programs. We also make recommendations to assist Lodges in maximizing profitability and implementing programs consistent with the objectives, laws and policies of the fraternity. Our vision is to create a partnership with the Board of Officers and the Regional Manager and work together to promote the objectives mentioned above.

Membership growth and retention have always been challenges for each lodge and chapter, and lately this has been an increasingly important topic for a variety of reasons not the least of which is a floundering economy. Year after year we have seen members come in the front door and walk out the back door 12 to 24 months later. In a great majority of these instances the members have left because they have not received what they thought they were promised when they were candidates for membership. Keeping our existing members is actually a very simple chore if you really think about what does it take? Common sense. The Lodge must put it’s self into G.E.A.R. mode (Give’Em a reason, to stay).

The top ten reasons delinquent members have given for not paying their dues.

10. The members had not been reported as deceased

9. Health Issues

8. Member is unemployed and can’t justify the expense

7. Lack of time to participate

6. The Lodge increased the annual dues

5. The smoking situation in the Lodge Home.

4. Member moved out of the area

3. Current state of the economy

2. No longer interested in holding membership

1. Not happy with the way the Lodge is being managed.

Operations Analyst insures that the Social Quarters (the food and beverage service operation) operates within the parameters of good business practices as outlined in the Social Quarters module of leadership training. This also means insuring by proper pricing and inventory control for all merchandise purchased. Typically this includes salaries and payroll taxes not to exceed 30% of food and beverage revenues. Cost of goods sold for food and beverage merchandise should never be higher than 30% and typically all other expenses should not exceed 20%.

Some Tips in decision making:

Rational Decision Making Process:

1. Awareness of the need to make a decision

2. Gather the relevant information

3. Identify the key issues(s) and problem(s)

4. Identify and analyze possible and probable causes

5. Develop feasible alternative solutions

6. Analyze alternative solutions

7. Choose an Alternative solution(s) Choose a solution(s)

8. Implementation /develop an action plan

9. Evaluate decisions made

Mike Woodcock

678-462-5892

Senior Operations Analyst

Georgia/ Alabama

mwoodcock@mooseintl.org