November 2025:
The Keystone Initiative
This year, the Masons of California turned an important corner: We gained members.
For the first time since 1965, the fraternity posted a net gain in overall membership—meaning more new Masons were initiated into or affiliated with our lodges than left them, either by suspension, death, or demit. It may be a modest gain, but after 60 years of contraction, it’s a major milestone.
Now, as the fraternity aims to build on that growth, it’s a time to envision what the future of Freemasonry in California looks like.
Enter the Keystone Initiative.
This plan is our guide for moving forward with strength, intention, and purpose. It is the result of feedback collected at all levels—from members, officers, prospects, and the general public—about what the fraternity’s challenges are and what we can do to make it better. The result is more than a call to action; it’s a roadmap to the future.
As leaders of the fraternity, it’s incumbent on lodge officers to understand the Keystone Initiative in order to help drive us toward that shared vision. The guide is built around three pillars: Building strong, confident leaders; deepening our Masonic experience; and demonstrating our values in our communities. Within each of those themes, we have identified action steps for members and officers; resources we’ll need to develop in order to achieve those goals; and the outcomes we expect as a result of that work.
PILLAR I: BUILD STRONG, CONFIDENT LEADERS
Ensuring an open pipeline of motivated and well-equipped lodge leaders is paramount to our success. Our surveys show that 46 percent of current leaders report difficulty in recruiting new officers into the line, which leads to burnout for current officers, stagnancy for the lodge, and the missed opportunity for engagement of younger members.
To that end, the Keystone Campaign envisions a range of strategies to make leadership simpler and more enticing for rising members—and ways to support those new leaders as they emerge. That includes redefining and streamlining officers’ roles, so everyone understands what’s expected of them; supporting those leaders with dedicated mentors at every stage in their journey; and redesigning officer qualification processes to encourage potential leaders to step up.
PILLAR II: DEEPEN OUR MASONIC EXPERIENCE
The heart of Freemasonry is the member experience in lodge. That’s where the rubber meets the road, so to speak.
This pillar encompasses strategies to enhance that experience for all members, old and new. Currently, only 32 percent of leaders describe meetings as “engaging” or “fun.” To that end, the Keystone Campaign calls for a new approach to holding lodge meetings—one that places more emphasis on Masonic education and discussion, while streamlining the bureaucratic business items that still need to be done. By refocusing meetings on engaging topics, we’ll make stated meetings something members look forward to.
At the same time, this pillar includes plans to redevelop the Candidate Learning Center and other new-member tracking to ensure they are progressing through the degrees with support and guidance, engaging and inspiring them for a lifetime. And where members want to launch new, purpose-driven lodges, they’ll find the support they need to do so.
Finally, the plan calls for our lodge halls to be vibrant, beautiful spaces that better serve our fraternity’s mission and the communities we call home.
PILLAR III: DEMONSTRATE OUR VALUES IN OUR COMMUNITIES
The third pillar concerns the way Masonry engages with its community. Philanthropy is at the heart of Freemasonry, and by centering that value, we will build a strong culture of giving back and being known by others for our service. This is something our members want: Among prospective members, the most commonly cited reason for joining a lodge is “to make a positive difference in society.”
Accordingly, the Keystone Campaign calls for the development of new philanthropic frameworks that lodges can easily tap into in order to identify and launch community service efforts. That means new statewide partnership with like-minded nonprofit organizations; building a platform to post and find volunteer efforts; and providing training so Masons are well-versed about the resources and services available to them and their fellow members.
This is only the beginning. The plan is evolving and will be rolled out over the coming months and years, beginning at the 2026 Leadership Retreats. In the meantime, we ask that all leaders take the opportunity to review the Keystone Initiative and familiarize themselves with the three pillars.
And once you have, let us know what you think! Complete this very short survey to provide feedback on the plan—what resonates with you and what doesn’t.
We’re at a pivotal moment in California Masonry. And together, we have an opportunity to build on this momentum and bring our vision to life.
Fall is officially here, which means rain is just around the corner. The rainy season can cause water intrusion, flooding, sewer backups, sump pump failures, and clogged drains in commercial properties.
Here are some best practices for keeping your hall dry this year
- Inspect the roof for visible wear and tear; perform as-needed repairs prior to rainy season or plan for future roof replacement in spring or summer
- Clean and maintain storm drains and catch basins
- Inspect drainage systems for leaks
- Jet and clear drain laterals
- Test, maintain, and repair sump pump systems
- Set up a preventative maintenance plan for critical mechanical systems
One-time fixes are often sufficient in the short-term but are not long-term solutions. Ongoing preventative maintenance keeps your roof and plumbing systems reliable and helps avoid unexpected repairs and downtime.
Seeking Property Improvement Repairs or System Replacements
- If you determine your hall requires major repairs or improvements, you will want to obtain at least three competitive bids using a standard and detailed scope of work.
- If the repair or replacement cost estimates are below the $25,000 threshold, the project will only need to be approved by your hall association board.
- If the required work is extensive, and repair/replacement cost estimates exceed $25,000, the project will require the review and written approval of the Grand Lodge Committee on Masonic Properties prior to signing any contract and the commencement of work. For assistance with submitting a complete application for property improvements packet, please contact our Grand Lodge Real Estate Team at realestate@freemason.org or (415) 292-9111.
The Masonic Properties Committee, which is currently comprised of eight volunteer members, is a talented group of Masons with various backgrounds in construction, engineering, commercial leases, real property sale/purchase transactions, and insurance, and are always willing to provide guidance to the Hall Associations on matters related to real estate transactions.
Lastly, please keep in mind that the cost of inaction is far greater than having a proactive plan in place and routinely checking the building. When it comes to undertaking major maintenance projects or if you have any real estate related concerns, please reach out to your Grand Lodge Real Estate Team for guidance and consultation.
Use this content to spread the word about resources provided by the California Masonic Foundation, the Masonic Homes of California, and more.
Masonic Health Services:
Services at MCYAF Across the Lifespan
The Pavilion at the Masonic Homes
Masonic Homes of California Resources
Masonic Philanthropy:
- Along with the lodge, elect officers.
- Meet with the inspector to review your plan for the year.
- Budget for, and prepare to attend, 2026 leadership retreats.
- Consider adding members to the Membership Restoration Campaign.
- Urge presumptive master, wardens, and senior deacon to perform their Master Mason’s proficiency soon, if not already completed.
- Urge the presumptive master, wardens, and senior deacon to qualify early with the inspector in their office’s ritual.
- Urge respective officers to answer the master, senior warden, and junior warden questions early.
- Identify and approach members for the 2026 Audit, Membership Retention, and any other committees.
- Set 2026 lodge calendar and identify event leaders.
- Continue preparing 2026 budget.
- Finalize your installation date/venue and prepare the installing team.
- Review all candidates’ progress toward advancement.
- Transmit certificates of election in iMember. Remember, you do not need to mail these physically into the Grand Lodge. They can be given as a souvenir to the installed officer.
- Verify your lodge dues and per capita in iMember and, if you haven’t yet, enroll your lodge in the Dues Invoicing Service. Lodges enrolled in this program saw more members pay their dues compared to lodges that did not participate. All lodges that participated last year will be enrolled again this year. Lodge enrolled in the program will be emailed about dues beginning in November. To opt into (or out of) the program, contact Member Services.
Last month, we asked how many initiations your lodge recorded in the fraternal year 2024-2025. Of the 30 who responded,
For this month's question, we're asking you to complete the Keystone Campaign survey here