1. Khartum Shrine Strategic Plan Basic Principles

2. Agreed to Principles VisionVision Helping Kids and Having FunHelping Kids and Having Fun MissionMission The Khartum Shriners are an active Masonic Fraternity that:The Khartum Shriners are an active Masonic Fraternity that: provides support for the Shrine Hospital and Transportation fund, the kids and families who use themprovides support for the Shrine Hospital and Transportation fund, the kids and families who use them Supports research and education for pediatric specialty careSupports research and education for pediatric specialty care Provides services and programs for members and their familiesProvides services and programs for members and their families

3. 1: Purpose of this Strategic Plan Khartum is in trouble. The operating model used previously will not, without substantial change, be able to sustain Khartum in the long term. Khartum has a declining and aging membership and an increasing level of fundraising dollars are being used for operational purposes. Without substantial change; membership will decline to a point that will cease to be viable.Khartum is in trouble. The operating model used previously will not, without substantial change, be able to sustain Khartum in the long term. Khartum has a declining and aging membership and an increasing level of fundraising dollars are being used for operational purposes. Without substantial change; membership will decline to a point that will cease to be viable.

4. 2: A Valid and Agreed upon SWOT analysis Foundational to every strategic plan is an analysis of the strengths, weaknesses, opportunities and threats (SWOT) to the organization. The committee has developed a SWOT that has been reviewed and accepted by the DivanFoundational to every strategic plan is an analysis of the strengths, weaknesses, opportunities and threats (SWOT) to the organization. The committee has developed a SWOT that has been reviewed and accepted by the Divan

5. 3: Membership Principles Members of the Shrine are Masons in good standing. But for new members to join, or for us to retain members, we have to be able to address the fundamental issue of (WIIFM) “what’s in it for me” The attraction of members is based upon each receiving value in the form of participation in philanthropy. As important is the need to have an equal opportunity of participation and inclusion in activities and in the decision making process. Unless we are able to clearly identify and communicate vision, goals, and core values, recruitment will be negatively challengedMembers of the Shrine are Masons in good standing. But for new members to join, or for us to retain members, we have to be able to address the fundamental issue of (WIIFM) “what’s in it for me” The attraction of members is based upon each receiving value in the form of participation in philanthropy. As important is the need to have an equal opportunity of participation and inclusion in activities and in the decision making process. Unless we are able to clearly identify and communicate vision, goals, and core values, recruitment will be negatively challenged

6. 4: Expectation of Members As important to the process of recruitment is the identification to members of the expectations of members. Khartum has the right to expect every member to be active in its endeavors: to act with integrity; and to share in the financial and recruitment responsibilities of Khartum. Members need to identify first as a Member of the Shrine, than a member of Khartum, and only then as a member of a unit or clubAs important to the process of recruitment is the identification to members of the expectations of members. Khartum has the right to expect every member to be active in its endeavors: to act with integrity; and to share in the financial and recruitment responsibilities of Khartum. Members need to identify first as a Member of the Shrine, than a member of Khartum, and only then as a member of a unit or club

7. 5: Communications and Transparency The communications of Khartum need to reflect absolute transparency, openness and accessibility. Each action taken must be directly tied to the achievement of a core value or need of the organization.The communications of Khartum need to reflect absolute transparency, openness and accessibility. Each action taken must be directly tied to the achievement of a core value or need of the organization.

8. 6: Communication and Public Relations The values, activities, and achievements of the Shrine and Khartum in particular are not well understood by either membership/potential membership or public. When combined with a discrepancy between actual and professed reality this void makes achievement increasingly difficult. Because of erosion of the brand over time: significant front end expenditures and effort on these areas will be necessary (to the detriment of other possible expenditures)The values, activities, and achievements of the Shrine and Khartum in particular are not well understood by either membership/potential membership or public. When combined with a discrepancy between actual and professed reality this void makes achievement increasingly difficult. Because of erosion of the brand over time: significant front end expenditures and effort on these areas will be necessary (to the detriment of other possible expenditures)

9. 7: Business Structure The affairs of Khartum need to be operated on a solid business model within Imperial bylaws. The business structure was developed for a much larger organization with considerable resources and several thousand members. The economic reality of the organization should determine its operations. Periodic, regular review of all expenditures is necessary to determine if, in the face of existing reality each is necessary.The affairs of Khartum need to be operated on a solid business model within Imperial bylaws. The business structure was developed for a much larger organization with considerable resources and several thousand members. The economic reality of the organization should determine its operations. Periodic, regular review of all expenditures is necessary to determine if, in the face of existing reality each is necessary.

10. 8: Assets Assets of a business are held for one of two reasons. They increase revenues or decrease expenses (or are necessary to do so within the foreseeable future). Shrine assets are held for furthering the vision and mission. All assets including Shrine House, should be seen as means to an end. Assessment of our assets, without preconceived notions of the outcome, needs to be undertaken and then reviewed on a regular basis as per Imperial bylaws.Assets of a business are held for one of two reasons. They increase revenues or decrease expenses (or are necessary to do so within the foreseeable future). Shrine assets are held for furthering the vision and mission. All assets including Shrine House, should be seen as means to an end. Assessment of our assets, without preconceived notions of the outcome, needs to be undertaken and then reviewed on a regular basis as per Imperial bylaws.

11. 9: Human Resources Identification of tasks essential to the achievement of values or needs is essential before the acquisition of any human resource. We should regularly review the HR needs of the organization without preconceived outcomes. Consideration of alternate methods for the completion of tasks should be undertaken as part of that assessment processIdentification of tasks essential to the achievement of values or needs is essential before the acquisition of any human resource. We should regularly review the HR needs of the organization without preconceived outcomes. Consideration of alternate methods for the completion of tasks should be undertaken as part of that assessment process

12. 10: Revenues Accounting for and promotion of all forms of revenues needs to be distinct (in particular operational, fraternal, and charitable revenues need to be clearly distinct). Of all of the issues we have identified, the discrepancy between expectations and reality of why we fundraise has the most potential for real long term harm. The discrepancy exists both for public and the internal audiences. Discreet accounting for each stream should be created. Public notification that fundraising is for a fraternal, non-benevolent purpose, although within the minimum standards of a law, is inadequate.Accounting for and promotion of all forms of revenues needs to be distinct (in particular operational, fraternal, and charitable revenues need to be clearly distinct). Of all of the issues we have identified, the discrepancy between expectations and reality of why we fundraise has the most potential for real long term harm. The discrepancy exists both for public and the internal audiences. Discreet accounting for each stream should be created. Public notification that fundraising is for a fraternal, non-benevolent purpose, although within the minimum standards of a law, is inadequate.

13. 11: Inclusion Members from every geographic area and from every unit and club ought to have an equal opportunity to participate in the affairs of the organization. This involves increasing technological capacity and utilization and developing measures to ensure that meaningful participation by every member is both encouraged and facilitatedMembers from every geographic area and from every unit and club ought to have an equal opportunity to participate in the affairs of the organization. This involves increasing technological capacity and utilization and developing measures to ensure that meaningful participation by every member is both encouraged and facilitated

14. 12: Governance The model for succession of governance is outdated. In particular a formal process of determining the skills and experience need for the governance of Khartum needs to be developed. Thereafter, people need to be recruited into governance positions, not based upon personality, association with existing leadership, or even the efforts they have provided in the past; but on the assurance that all of the needed skills are present and on reflection of the geographic, social and cultural diversity of the membership.The model for succession of governance is outdated. In particular a formal process of determining the skills and experience need for the governance of Khartum needs to be developed. Thereafter, people need to be recruited into governance positions, not based upon personality, association with existing leadership, or even the efforts they have provided in the past; but on the assurance that all of the needed skills are present and on reflection of the geographic, social and cultural diversity of the membership.