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Organizational Profile

Scottish Rite – The University of Freemasonry

Non-profit Masonic organization
Nearly all volunteer (General Secretary paid)
Masonic and individual growth (College of Freemasonry)

Making good me better.
Teaching and living principles of Brotherly Love, Tolerance, Charity, and Truth.
Fosters the highest social, moral, and spiritual values, of fellowship, compassion, and dedication to God, Family, Community, Country, and each other

Philanthropy

Rite Care speech and language disability clinics for children
Undergraduate Scholarship

The Creed of the Scottish Rite reads, “Human progress is our cause, liberty of thought our supreme wish, freedom of conscience our mission, and the guarantee of equal rights to all people, everywhere our ultimate goal.”

"Freemasonry is a system of morality, veiled in allegory, and illustrated by symbols“ (Claudy, 2011, p. 1). It is an individual journey towards becoming a better man, supported by other men at different points on the same journey. The Scottish Rite, Valley of Columbus, is a nonprofit fraternal organization of the Ancient and Accepted Scottish Rite (A.A.S.R.) of Freemasonry, Southern Jurisdiction (S.J.), United States of America. Chartered on October 16, 1923, the Valley of Columbus has since then, served towards freemasonry’s ultimate goal to making good men better through self-improvement and the strengthening of individual character. It is an all-volunteer organization with the exception of the General Secretary. The remainder of its workforce stem from its fraternal members while its customers consist of current or potential members and the community at large. “The Scottish Rite’s role in Masonry, then, is to show men where to look and what to look for in their journey to self-awareness, personal insight, and individual enlightenment…It was created to complete what the Craft system began. It is the University of Freemasonry.” (William B. Brunk, 33°). As an organization that provides expanded masonic knowledge through "high degrees," the Valley of Columbus provides educational growth and experience through Masonic degree work, leadership development, community service and support, and individual research.

The Valley of Columbus also supports its community through philanthropy. The most predominate Scottish Rite charities include the financial support of Rite Care speech and language disability clinics for children and the undergraduate scholarship program.

The mission of the Valley of Columbus is to provide an environment that supports its members and the communities in which they live to become even better by teaching and living principles of Brotherly Love, Tolerance, Charity, and Truth, while emulating the highest social, moral, and spiritual values, most especially fellowship, compassion, and dedication to God, Family, Community, Country, and each other.

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Leadership

Sharing organizational vision & ensuring good governance

Foundational values derive from the 32 masonic degrees of Freemasonry and Albert Pike’s Morals and Dogma
Solemn Obligation – strict adherence to Masonic ethical behavior and beliefs
Governance system – Masonic code and Valley By-Laws
Community social and theatrical events

In the “Leadership” category, I explored how senior leaders’ personal actions guide and sustain the Valley of Columbus. I reviewed the organization’s governance system and how it fulfills its legal and ethical responsibilities. Lastly, I reviewed how the Valley contributes to society.

The Valley’s foundational values derive from the first three degrees of Freemasonry. The 29 additional degrees of the Scottish Rite expand and build upon the first three degrees and are "prepared using the published rituals of the degrees [outlined in Morals and Dogma] as written by Albert Pike and occasionally revised by the Committee of Rituals and Ceremonial Forms of the Supreme Council [33°].” (Hutchens, 2006, p. xiii). All senior leaders of the Valley are volunteers and emulate their commitment to these values through their service to the organization. Additionally, every Master Mason takes a Solemn Obligation and swears to observe and abide by Masonry’s strict ethical behavior and beliefs. The Masonic Code and Judiciary system ensures the consistent governance of this Solemn Obligation and can result in expulsion if violated. Additionally, the Valley maintains a set of by-laws to direct and guide member and leader actions.

In addition to it philanthropic contributions, the Valley of Columbus hosts a series of community social and theatrical events aimed to spread values such as fellowship and compassion while expressing its dedication to God, Family, Community, Country, and each other. These events are open to the public and conducted by the organization's members.

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Strategy

Preparing for the future

Established a Strategic Planning Committee
Mission statement, Vision, Values, SWOT, key strategic objectives and set strategic goals
No developed action plans, not implemented yet, and not established measurement progress
Current trajectory and improvement is bright

In the “Strategy” category, I reviewed how the Valley develops strategic objectives and action plans, implements them, changes them if circumstances require, and lastly, how it measures progress.

Prior to 2020, the Valley had not formally engaged in strategic planning. However, over the past year the current leadership realigned the Valley's priorities, which led to the development of a Strategic Planning Committee. The committee revised its mission statement, developed a vision, aligned masonic values, conducted strengths, weaknesses, opportunities, and threats (SWOT) analysis, established key strategic objectives and set strategic goals. At the time of this assessment, the Valley had not yet to develop its action plans, implement them, or establish measurement progress but with its current trajectory, these shortcomings are sure to follow.

The Valley of Columbus’ Vision is to be an active, energized Masonic organization with increasing membership; obtaining and maintaining financial strength and stability; and to be respected by other Masonic organizations and the public at large for its ideals, values, philanthropy, and the positive contribution it makes to its members and the communities in which they live.

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Customers

Listening to, satisfying, and engaging customers

Unique customer segments
Provides (or offers) services to current or potential members and the community
Has improved dramatically towards listening to customer needs and adjusting to meet them
Relationship management issues are potentially impacting the Valley’s goal to increasing membership and to be respected by other Masonic organizations and the public

In the “Customers” category, I explored how the Valley engages its customers for ongoing strategic success, including how its leaders listens to the voice of the customer, serves and exceeds customers’ expectations, and builds long-term customer relationships.

Customers of the Valley of Columbus are slightly abnormal as a non-profit, volunteer, Masonic organization. Nevertheless, the Valley does provide (or offer) services to it current or potential members and its community. Its primary goal is to increasing membership and to be respected by other Masonic organizations and the public. The Valley has made significant adjustments to its climate and improve dramatically in the recent year to better listen to customer needs. However, customer access and support remains a challenge as the Valley has not fully developed its customer engagement methods.

The greatest concern regarding the “Customers” category surrounds relationship management. The Valley is experiencing a significant rift among some members caused by various opposing ideas in recent management procedures. The rift has resulted in several members who have significantly reduced or ceased their engagement or involvement with the organization.

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Measurement, Analysis, and Knowledge Management

Using reliable data and information to make decisions

Sentinel database management system manages and visualizes basic HR functions
Valley Membership Achievement Project (VMAP)
Limited data access restricting effectiveness
Data collection, comparative data, performance measures, and KM remain as some of the Valley’s greatest challenges to overcome

In reference to the “Measurement, Analysis, and Knowledge Management” category, I reviewed how the Valley selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets. I also explored how it uses review findings to improve its performance and how it learns.

While there are some systems in place for data collection, analysis, and visualizations, very few have access which restricts its effectiveness. The Valley’s recent enrolment in the Valley Membership Achievement Project (VMAP) will help to identify its strengths and opportunities for improvement as well as provide the data for organizational performance reviews. The VMAP will also help to further understand and develop measurement, analysis, and knowledge management skills and improve Valley operations. Data collection, comparative data, performance measures, and Knowledge Management (KM) remain as some of the Valley’s greatest challenges to overcome. More on this in the recommendations section.

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Workforce

Engaging and empowering people

Workforce capacity requirements filled through a talent management process
Improved work accomplishment with working copy of the strategic plan
Fails to maintain a database of member talent capabilities
Historically has not conducted regular performance evaluations

In the “Workforce” category, I reviewed how the Valley assesses workforce capability and capacity needs as well as how it builds a Workforce environment that is conducive to high performance. I also assessed how the Valley engages, manages, and develops its workforce to utilize its full potential in alignment with its overall operational and management needs.

The Valley of Columbus assesses current and future workforce capacity needs by virtue of talent management. It reviews needed requirements to meet strategic goals and then seeks the right person from its membership for workforce and committee nomination. In some cases, workforce capacity needs may stem from environmental changes, in which case the Valley may develop new committees. However, filling capacity needs in a volunteer masonic organization at times, is a challenge, mainly because it does not maintain a databank of member talent capabilities.

The Valley has improved work accomplishment with the newly established strategic plan. With a strategic plan in place, the workforce better understands the Valley strategic course and receives better direction and guidance. However, the Valley does not conduct regular performance evaluations. With the absence of such reviews, committee members are at times left unaware of their alignment with the Valley’s strategic direction. Additionally, leaders and committee members miss opportunities to refocus efforts that lead them in a productive developmental path.

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Operations

Efficient and effective operations that deliver customer value

Primary product offerings derive from the Supreme Council, 33°
Valley has authority over the programs that support its product offerings
Selects the most effective work process for addressing its top strategic initiatives first
Most vital work processes is the Organizational Assessment Process

Research in the “Operations” category focused on how the Valley designs, manages, improves, and innovates its services and programs work processes. I also reviewed how it improves operational effectiveness to deliver customer value to achieve ongoing organizational success.

The primary Scottish Rite product offerings derive from the Supreme Council, 33°. The Valley does, however, exercise enormous authority over the programs that support its product offerings. The Valley of Columbus executes the employment and management of its product offerings surrounding its key strategic initiatives. With a tailored and prioritized outline of its key strategic initiatives, the Valley determines the work process requirements that present the most effective work process for addressing its top strategic initiatives first.

There are several critical work processes the Valley uses to achieve its intended outcome and strategic goals. The most vital of these work processes is the Organizational Assessment Process. The Strategic Planning Committee must have a clear understanding of the Valley’s current status, including its strengths and weaknesses compared to its purpose and direction. Additional key processes include, the Approval Process, the Change Management Process, the Micro-AAR Process, and the Valley Membership Achievement Project (VMAP).

The efficiency and effectiveness of Valley processes are best represented by its work system process outlined in figure 2.1a-3 of the assessment document. When the Valley’s work system fails to provide the needed requirements, it outsources operational requirements and seeks a minimum of three itemized estimates.

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Results

Review of how well the organization is doing

Valley does not have much actionable results
Recent customer engagement results reveal a 5% lead in member retentions and 10% lead in Georgia Life Members
Highlighted several areas with minimal data requiring improvement.
ack of collection and a failure to compile, analyze, or structure the data

The “Results” category focuses on the Valley’s performance and improvement in all key areas. These overarching areas included, product and process results, customer results, workforce results, leadership and governance results, and financial, market, and strategy results. The “Results” category is the section that takes a hard look at the actions the Valley identifies as doing throughout the first six categories and cross-compares it with the evidence of what the Valley is actually accomplishing. In this category, the Valley’s strengths and opportunities for improvement begin to take shape.

The Valley of Columbus is in the infancy stages of implementing the first-ever organization strategic plan. Through the strategic planning process and the Baldridge assessment, Valley leaders have identified the need to collect data. The Valley has initiated discussion surrounding data collection for product and customer service improvement or development, but it is too early in the process for these to garnish any results. Therefore, the Valley does not have much actionable results in this category sub-section.

One area worth noting, however, is the Valley’s recent customer engagement results compared against all Georgia Scottish Rite Valleys and expanded even more against all Valleys in the Southern Jurisdiction. The Valley has made enormous strides in its membership retention efforts resulting in a 5% lead above the average Valley in the entire Jurisdiction consisting of 35 different Orients. The Valley has the lowest number of members across the Southern Jurisdiction with past dues balances and the highest number of Georgia life members by more than 10%.

The “Results” category also highlighted areas that require improvement. The greatest concern is that in some cases, the Valley has a large amount of the required data but has not compiled or analyzed it. While the “Results” category reflected a gap in data collection, this is in part due to new processes that have yet to generate data. However, it is also in part, due to a lack of collection and a failure to compile, analyze, or structure the data. Unstructured data is almost as useless (and sometimes dangerous) as no data at all because unstructured data provide a false since of understanding the situation.

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Key Strengths and �Opportunities for Improvement (OFIs)

Top strengths and opportunities for improvement

Strengths

1.1a(1) – Setting Vision and Values
2.1a(1) – Strategic Planning Process
3.1b(2) – Product Offerings
4.1b(2) – Continuous Improvement and Innovation
5.2a(2) – Assessment of Engagement
6.1b(2) – Support Processes
7.2a(2) – Customer Engagement

Opportunities for Improvement

1.2a(2) – Performance Evaluation
2.2a(5) – Performance Measures
3.2a(1) – Relationship Management
4.1a(2) – Comparative Data
5.1b(1) – Workplace Environment
6.1c. – Supply-Network Management
7.5a(1) – Financial Performance

In the Self-Analysis Worksheet, I offer a few insights to help navigate some of the Valley’s key strengths and key opportunities for improvement (OFIs). With this worksheet, the Valley can accelerate its improvement journey by completing the self-analysis of the assessment responses to all seven Criteria categories using this worksheet.

I have start by identifying one or two strengths and one or two opportunities for improvement for each Criteria category and identified some with a “high” importance level. For those of high importance, the Valley should establish a goal and a plan of action to address the opportunities for improvement.

It is important to note that this slide does not represent all the Valley’s strengths or opportunities for improvement listed on the worksheet. It is only intended to capture the top Criteria categories and they are not listed in any special order. However, some of the Velley’s most significant strengths surround its efforts in recent strategic planning including the development of an organizational vision. Also, the Customer Engagement efforts with membership retention as mentioned on the previous slide. In highlighting two of opportunities for improvement, I point out the Valley’s analysis and structuring of its financial performance data. Data collection, information, comparative data, makes up the greatest opportunity for improvement and the lexicon of the assessment recommendation.

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Recommendations

Data collection, information, and comparative data are foundational in operational and strategic decision-making

Refines Efforts

Performance measure against other organizations
Supports operational and strategic decision-making
Strategic decisions = long-term growth decisions
operational decisions = medium-term decisions, "how to" execute strategic decisions
Refine recruiting methods, increases engagement, helps make informed decisions, and achieves desired results

More Accurately Presents Situations

Reflexive and reflective decision-making
Includes critical thinking which involves data and information
Reflexive filled with unknowns & attributed to poor decisions
Reflectively analyzing data and information is timely but more accurate
Presents the situation to make a more informed decision

Drives Future Marketing Strategy

Help develop strategic plan to targets prospective consumers
Convert consumers into qualified leads
Qualified leads = potential customers from consumer data
Increase engagement, improve services, understand customers, and maximize resources

While some believe that data collection is not required to make informed decisions, comparative data and information are foundational in operational and strategic decision-making because it refines efforts, more accurately presents situations, and drives future marketing strategy.

Competitive comparisons are the measurement of organizational performance related to other organizations with similar services. According to the Baldrige Excellence Framework, organizations use comparative data and information to support operational and strategic decision-making. (NIST, 2019, p. 16). Strategic decisions relate to long-term decisions about growth, while operational decisions are considered medium-term decisions about "how to" execute strategic decisions (Withaar, 2019, para. 1&2). Ultimately, competitive comparisons can help the Valley refine recruiting methods, increase engagement, make informed decisions, and achieve desired

results.

Reflexive and reflective decision-making have good and bad consequences. Reducing the adverse effects requires critical thinking, but most importantly, it involves data and information. Reflexive methods are filled with unknowns and therefore, often attributed to poor decisions. They are the quickest and easiest decisions but, they usually deliver shocking surprises later. On the other hand, reflective decisions require a critical thinker to evaluate all aspects of the data and information. According to Elder & Paul (2009), “Critical thinkers are clear as to the purpose at hand and the question at issue” (intro.). Critical thinkers know what questions to ask because they analyze and follow the data. While reflective methods consume more time, analyzing data and information helps to present the situation to make a more informed decision accurately. Creighton (2007) states "that meaningful information can be gained only from a proper analysis of data and that good decisions are based on this thoughtful process of inquiry and analysis" (loc. 147).

Collecting data drives the future of marketing strategy. Marketing strategy is all about developing a strategic plan that targets prospective consumers and turning them into a qualified lead. The information collected from progressively profiling consumers helps build a marketing strategy around customer data, highlighting what an organization needs to do to "convert these consumers into qualified leads" (Limelight, 2020, para. 7). Qualified leads are potential customers based upon established criteria and identifying information. In practical terms, an organization must gain a deep understanding of its potential and current customers. It must identify and anticipate their needs and then develop a strategy that delivers the service or product the customer seeks. (Knippel, 2021, para. 1). Collecting data will help the Valley to increase engagement, improve services, understand the customer, and maximize resources, to name a few. (Limelight, 2020).