Identifying capable and dedicated leadership continues to be a challenge, but, in many cases, that challenge is being met.

As I prepared this report, I found myself wondering if it can really be two years since we last met in this place and for this purpose. As I grow older I find new meaning in Einstein's theory of relativity. Indeed, two years have transpired since we last considered the state of affairs of our magnificent Scottish Rite of Freemasonry for the Southern Jurisdiction of the United States of America. It would seem that we have hardly had time to address the issues we discussed two years ago—but we have! We have addressed them either by redoubling our efforts or changing and improving our programs. Unfortunately, however, some have done nothing more than sit idly by waiting for a previously unseen and unheard-of miracle to unfold before their eyes. Statistics suggest we have done more of the latter than the former.

Still, there continues to be good news across the length and breadth of the Southern Jurisdiction. For the most part, the constituent Valleys are reporting great financial strength. Scottish Rite facilities continue, generally, to be the finest Masonic structures in the Jurisdiction, and, as a general rule, clear title is in possession of the Rite. In those few instances where the buildings are mortgaged, sufficient capital resources assure the security of title to the properties.

We also continue to receive reports of capital improvements, including modernization and refurbishing, from all areas of the Jurisdiction. Those who are entrusted with the maintenance of our real property continue to exercise excellent judgment and to perform their duties with professional expertise.

While we continue, along with the Grand Lodges, to lose members, we have taken some important steps regarding our diminishing numbers. Some Orients report the influence of region-wide or even Orient-wide one-day reunions. In those instances where Grand Lodges and Shrine Temples have truly participated, not only in the ceremony but also in the acquisition of new members, the efforts have produced impressive results.

As Freemasonry continues to change around the world, new, unforeseen problems emerge that will eventually demand our attention. The merger or consolidation of many Lodges around the world has, for instance, brought about a little-known or recognized problem. Many members of the Scottish Rite (and the Shrine) are members of Lodges in states or countries other than where they now are residents. As some of these Lodges merged, many members lost track of their Blue Lodge membership. Perhaps they received dues notices from a Lodge whose name they did not recognize. If the notices were discarded, the member was unknowingly suspended.

In many instances, years transpired before the member (perhaps quite active in Scottish Rite or the Shrine) became aware of this lack of communication with his Blue Lodge. Attempts to contact their Blue Lodge (if any were made) perhaps failed due to a change of Lodge name and/or address. Our membership (particularly in areas with a large retired military membership) most assuredly includes those who are embarrassed by the above-mentioned dilemma, but are unaware of any remedy. Scottish Rite, in the various jurisdictions must work with Grand Lodges to find a solution to this problem. It should not be ignored.

No discussion concerning membership would be complete without mentioning the debilitating effect of suspensions as a result of the nonpayment of dues. When the present procedures for suspending members is examined, we, more often than not, discover a clerical procedure totally bereft of human compassion. A form letter is sent, maybe two. If a phone number is available (whether correct or not), perhaps a brief phone call is made. Then, particularly if there is any negative feedback whatsoever, the member is dropped.

This committee has discovered that during the present decade alone, thousands of members have been suspended without any contacts whatsoever. Orient reports indicate we continue to suspend members at the rate of over 10,000 a year. In the process, we have suspended many aged and infirm Brethren who, by reason of their ill health, are no longer in control of their personal affairs. Some of these Brethren are blind and thus cannot read their mail. Some are institutionalized and, as a result, others handle their financial concerns. In fact, unless we talk to a Brother personally, may we not conclude that he may be in real distress? Certainly, talking to a relative of a member does not suffice.

In those instances where Valley leadership has invested countless hours of research and effort, truly hundreds of grateful members have rejoined our ranks. And in the process of recovering members erroneously suspended for nonpayment of dues, we have returned dignity to our Brethren, recapturing in the process the essence of our Fraternity and reclaiming a portion of our own character.

Identifying capable and dedicated leadership continues to be a challenge, but, in many cases, that challenge has been met by enlisting 32nd Degree Scottish Rite Masons with professional expertise in management and matters of personnel. Most significantly, the report of the Subcommittee on Strategic Planning, prepared under unexcelled leadership and presented at the 1997 Biennial Session, has been refreshing and instructive. While it plots a broad course for future success by reminding us that we must be cognizant of the world around us and offer members value for value, it wisely refuses to specifically answer questions that must be addressed by the individual Orients and Valleys.

During the 1998 Leadership Conferences, held in South Carolina, Arkansas, and New Mexico, our leadership was given an opportunity to answer those questions. In its wisdom, the Supreme Council provided for younger members of the Craft to attend the conferences as "Scottish Rite Fellows." Unfortunately, some of the young Fellows, though sincere and dedicated Brethren, appeared to be in their late 60s or 70s. On the other hand, it was impressive to observe our seasoned leaders carefully listening to the younger members in attendance express their views with revolutionary zeal.

It remains to be seen, however, if leadership will pay attention. And the future of our great Fraternity depends on how we respond to the eight questions that comprise, according to the report of the Subcommittee on Strategic Planning, the heart of the matter. How do we relate to society at large? What will be our relationship to other Masonic Bodies? What benefits will we provide our members? What do we offer Freemasonry in general? How will we propagate our lessons and values? How will we fund our programs? What will we look like in the year 2010? And, most important of all, how will we bring it all about? These are cogent questions, questions we, as the leaders of the Southern Jurisdiction, should have been asking (and answering) over the preceding 40 years.

From evidence gathered through annual reports, we can clearly see that in instances where Orients and Valleys have used their facilities and programs to touch the community, we have excelled. When we employ our resources on behalf of Masonry in general, we are predictably identified as the preeminent leaders of the Craft. When, however, we have insisted on retaining the same old worn-out programs of the past—where we have overused the active leaders who have historically resisted change of any kind—we have failed miserably. Too often the latter is the case.

Fortunately, we have steadfastly continued to expand our services to humanity. Our Childhood Language Disorders Centers, Clinics, and Programs, along with our Scottish Rite hospitals, continue to be the centerpiece of our philanthropic efforts. Orient reports are replete with glowing praise of those who unselfishly give of themselves, their talents, and their assets to assure the success of these programs. Reports of new clinics, expanded facilities, and increased staff are indeed heartening and bode well for the Rite. Long-standing traditional programs assisting children continue to engage us with the public. From offering speech therapy to providing shoes, bikes, and scholarships, when our membership touches the children of our communities, we stand the tallest and speak with the most eloquence. The Supreme Council is truly indebted to those who serve and fund our many philanthropic programs.

The overall theme of this report, however, must, of necessity, be the ongoing problem of membership. We continue to allow ourselves to be lulled to sleep, and as we sleep, we evidently imagine that membership will grow on lollipop trees. My Brethren, if we continue to allow dreams to be our masters, we are going to wake to nightmares. Your committee is convinced that many methods of membership acquisition once believed to be tried and true and even used with good effect in another era will not successfully sustain us into the 21st century. In fact, they have failed us in the last quarter of the 20th century. For the most part, sufficient numbers cannot be attained through letter-writing campaigns, membership slogans, or award incentives.

To begin with, membership must first originate, as it always has, at the Blue Lodge level. Freemasonry continues to remain one of the best-kept secrets in America. The Scottish Rite must endeavor to serve as the center of an intensive membership building program for the future. There is, quite simply speaking, no other alternative for our Fraternity.

In some instances, our Leadership Conferences of 1998 revealed a few keys to the future. The Scottish Rite alone possesses the infrastructure, the resources, and the ability to be the catalyst for Masonic success through leadership, education, information, and the promotion of Freemasonry into the coming century. But in order to accomplish the desired results, we must be willing to make concessions to the age in which we live. Men are no longer willing to sit through long, irrelevant, and boring programs. We must be willing to address the problems of the present age. Only when we are willing to address the ills of society, attack the enemies of mankind, and mend the broken heart of the lonely and bereaved, will we be taken seriously.

When we are willing to reorganize our priorities and rededicate our resources and facilities to the betterment of our cities, towns, and communities, the world will recognize our existence. Only then will we begin to realize our potential. Then, and only then, we will be forced to grow. The world will demand it.