A Plan to Protect the Future of John E. Mair Lodge No. 729
Why Leasing Our Lower-Level Banquet Facility Is the Right Move at the Right Time
For more than a century, John E. Mair Lodge No. 729 has stood as a place of fellowship, tradition, charity, and Masonic labor. It has endured because the brethren before us were willing to think beyond the present moment and act in the best long-term interest of the Lodge.
Today, that responsibility falls to us.
At a Special Meeting on Saturday, June 6th at 12:00pm, the brethren of John E. Mair Lodge No. 729 will be asked to vote on whether to authorize the Lodge to move forward with securing a commercial tenant for our lower-level banquet facility. This is an important decision. It deserves clear facts, thoughtful reflection, and honest discussion.
This page has been prepared to explain the purpose of the proposal, how we arrived at this point, why the issue is now urgent, and why many brothers believe this plan offers the strongest path toward preserving John E. Mair Lodge No. 729 for future generations.
Statement of Purpose
Who We Are
John E. Mair Lodge No. 729 is not just a building. It is a 102-year-old Masonic institution entrusted to our care. We are the current stewards of something greater than ourselves, something handed down by the brethren who came before us and meant to endure after we are gone.
Our duty is not merely to preserve memories. Our duty is to preserve the Lodge itself.
What We Are Proposing
The proposal is to authorize the Lodge to pursue a commercial lease for the lower-level banquet facility of our building, with the goal of securing a stable, long-term tenant under a commercial rental arrangement.
Under the concept being explored, the lower-level space would generate approximately $3,000 per month in lease revenue, or roughly $36,000 per year, subject to final lease terms and approval. That level of dependable income would be transformational for the finances of John E. Mair Lodge No. 729.
This proposal does not involve surrendering the Lodge room, the Temple, or the identity of John E. Mair Lodge No. 729. It is a plan to convert underperforming space into a stable source of income that can sustain and protect the Lodge.
When This Is Happening
Grand Lodge leadership has instructed that this matter be presented to the membership for a referendum vote. The vote must receive a two-thirds majority of the brethren in attendance voting in the affirmative before the Lodge may proceed.
Notice of the upcoming vote is being published in the monthly lodge notice for the required two-month period so that every brother has time to consider the issue carefully.
How We Got to This Point
This proposal did not arise suddenly or casually. It is the result of years of discussion, repeated attempts to increase revenue through traditional means, and a sober review of the Lodge’s long-term financial condition.
For years, John E. Mair Lodge No. 729 has worked to support itself through dues, pancake breakfasts, small fundraisers, apple butter sales, 50/50 raffles, gun raffles, a flea market, and third-party banquet hall rentals. Those efforts have been sincere, but they are no longer enough.
Our membership has declined significantly over time. Dues income continues to shrink. More than half of our current members are over age 65. The burden of operating our building continues to rise. At the same time, the Mars Bank parking lot rental arrangement that once provided meaningful annual revenue and maintenance support was lost when Mars Bank was acquired.
We have rented the banquet hall for outside events in the past, but those rentals have not produced sustainable results. In our market, competitive event rental rates are too low, labor requirements are high, and winter weather can easily erase what little profit exists. We cannot realistically pancake-breakfast, raffle-ticket, or banquet-rental our way to long-term solvency.
That is the hard truth.
Why This Must Be Done
The proposal before the Lodge is not about convenience. It is about survival, stability, and stewardship.
If John E. Mair Lodge No. 729 continues relying on declining dues and small-scale fundraising alone, we face a future in which the Lodge becomes increasingly strained, increasingly reactive, and increasingly vulnerable. That path ends with diminished activity, reduced options, and potentially the loss of the Lodge altogether.
Leasing the lower level offers a different future.
It offers predictable revenue.
It offers relief from constant financial pressure.
It offers the ability to pay bills, maintain the building, plan responsibly, and invest in the future instead of merely trying to survive the present.
Most importantly, it offers the opportunity to preserve John E. Mair Lodge No. 729 as a living institution rather than watch it weaken year after year while hoping conditions somehow reverse on their own.
This is not a retreat from Masonry. It is an act of preservation in service to Masonry.
Your Questions Asked & Answered
1. Are we “giving away” part of our building?
No. We are not giving away the building, selling it, or surrendering the Lodge. We are exploring a lease of the lower-level banquet facility in order to convert that space into a dependable income-producing asset.
The Lodge would continue to own the property. The Lodge would remain the steward of the building. This proposal is about using a portion of our real estate more effectively so that the entire Lodge can survive and thrive.
2. If we lease the banquet hall, where will we hold pre-meeting Lodge meals?
This is one of the most immediate and understandable concerns. For many brothers, the pre-meeting meal is a valued time for fellowship, conversation, and connection. That tradition matters — and it is not being dismissed or forgotten.
However, it is important to recognize that the space itself is not what creates fellowship. The brethren do.
If the Lodge proceeds with leasing the lower level, monthly meals will transition to nearby local restaurants and venues. Fortunately, Mars has several excellent options within close proximity that can comfortably host our gatherings.
In fact, this transition may improve the experience:
- Meals can be professionally prepared and served
- Brothers can enjoy a wider variety of options
- The Lodge avoids the burden of setup, cleanup, and kitchen management
Most importantly, the lease revenue provides the financial flexibility to support and subsidize these gatherings, especially during the transition period. What we may lose in location, we gain in quality, consistency, and sustainability.
This is not the end of fellowship. It is simply a change in venue - one made in service of preserving the Lodge itself.
3. Why not just continue renting the hall for private parties and events?
Because we have already tried that, and it has not produced enough income to solve the problem.
Third-party event rentals in our market have limited pricing power, require setup and coordination, and expose the Lodge to weather-related and operational problems. In some cases, especially during winter months, the cost of snow removal alone can wipe out the financial benefit of a rental.
Occasional event rentals are not a durable economic engine. A commercial lease is.
4. Why not simply do more fundraisers?
Because the math does not work.
Fundraisers require volunteer labor, planning, energy, and repeat participation from a shrinking and aging membership base. Even successful fundraisers tend to produce modest returns compared with the scale of the Lodge’s ongoing financial needs.
To match roughly $36,000 a year in lease income, the Lodge would have to conduct an exhausting and unrealistic volume of fundraising activity. That is neither efficient nor sustainable.
Fundraising should supplement a strong lodge. It cannot be the only thing holding one together.
5. Why not just raise dues instead?
Dues may always be part of the broader discussion, but dues alone cannot solve a structural revenue problem of this size without creating new problems of their own.
A large dues increase could place additional strain on older members, discourage retention, and do little to address the underlying reality that membership trends are changing. Even significant dues changes would still not likely match the income potential of a long-term commercial lease.
This proposal creates revenue without asking brothers alone to shoulder the entire burden.
6. Is this proposal a sign that the Lodge is failing?
No. It is a sign that the Lodge is facing reality and acting responsibly.
Organizations fail when they deny changing conditions, cling to old models that no longer work, and postpone difficult decisions until options disappear. Organizations survive when they confront problems honestly and adapt with purpose.
This proposal is not evidence of defeat. It is evidence of leadership.
7. What if we do nothing?
That is the most important question of all.
If we do nothing, we continue on the present course: declining dues, rising costs, limited labor resources, fragile budgets, and growing financial pressure. Doing nothing may feel less disruptive in the short term, but it is in fact the riskier path. We risk losing our Lodge in Mars.
Inaction is not neutral. Inaction is a decision.
And in this case, it is a decision to leave the future of John E. Mair Lodge No. 729 exposed.
8. What if a commercial tenant causes disruption or becomes a bad fit?
That is precisely why the Lodge is proceeding carefully and using professional commercial real estate guidance.
A commercial lease can and should include protections regarding permitted use, insurance, maintenance responsibilities, access, conduct, and other operating terms. The Lodge would not be obligated to accept an unsuitable tenant. The purpose of the referendum is to authorize the concept and allow the Lodge to move forward prudently, not recklessly.
A bad tenant would be a problem. That is why the Lodge must be selective. But the possibility of a bad tenant is not a reason to reject the entire strategy. It is a reason to negotiate wisely.
9. What kind of tenant are we talking about?
The Lodge would seek an appropriate commercial tenant whose use is compatible with the building, the neighborhood, and the dignity of the Lodge.
The goal is not to invite chaos or controversy. The goal is to secure a respectable, stable tenant that can generate consistent income while preserving the overall character and integrity of the property.
10. What if the tenant leaves later?
Any tenant relationship carries some risk, but that risk is manageable and far less dangerous than the certainty of continuing financial decline under the current model.
A properly structured lease can provide for term commitments, security deposits, defined responsibilities, and orderly remedies in the event of vacancy or default. Vacancy is a risk to manage. Insolvency is an existential threat.
One is occasional. The other is permanent.
11. Is it proper for a Masonic lodge to lease part of its building commercially?
Yes. Many lodges have done exactly that or pursued similar strategies to sustain themselves. Owning real estate means being responsible stewards of it. If part of a building is underutilized or underperforming, it is entirely proper to evaluate how that asset can be made productive in a way that preserves the institution.
The real question is not whether a lodge should ever lease space. The real question is whether a lodge should allow itself to decline when a responsible solution is available.
12. Are we choosing money over tradition?
No. We are choosing to protect tradition by creating the financial means to preserve it.
Tradition cannot continue if the institution collapses under the weight of its expenses. Nostalgia is not a business plan. Sentiment does not pay utility bills, insurance, repairs, taxes, or maintenance.
The proposal does require sacrifice and adjustment. But that sacrifice is being considered precisely so the Lodge itself can endure.
13. Why now? Why not wait another year or two?
Because waiting rarely makes problems smaller.
Membership trends are not improving on their own. Operating costs are not likely to decline. Lost revenue does not reappear by wishful thinking. The more time passes, the fewer options the Lodge may have and the more negotiating strength it may lose.
The best time to act is before crisis becomes collapse.
14. Couldn’t we use our investment assets instead?
Investment assets can provide some support, but they are not a substitute for recurring operating revenue. Drawing down assets to cover annual shortfalls without solving the underlying revenue problem only delays the issue.
The Lodge needs an income engine, not just a reserve to spend down.
A lease creates recurring cash flow. That is fundamentally different.
15. Does this mean John E. Mair Lodge No. 729 will become less active or less social?
It should mean the opposite.
A financially stable Lodge has more freedom to plan events, support charitable efforts, maintain the building, and think boldly about the future. A financially strained Lodge becomes cautious, limited, and reactive.
This proposal is intended to strengthen the Lodge’s capacity to function, not weaken it.
16. Is this decision being rushed?
No. The matter has already involved years of discussion, repeated attempts at alternative solutions, internal debate, financial review, and consultation. It is now being brought before the membership with advance notice and a vote threshold requiring substantial support.
That is not rashness. That is due process.
17. Will the brethren lose control of the Lodge’s future if this passes?
No. The brethren are exercising control of the Lodge’s future right now by deciding whether to authorize a strategy designed to protect it.
A lease does not erase Masonic control. It is a tool employed by the Lodge for the benefit of the Lodge.
18. What is really at stake in this vote?
This vote is about more than a room.
It is about whether John E. Mair Lodge No. 729 will continue relying on shrinking traditional revenue streams that no longer meet the moment, or whether it will take a disciplined, forward-looking step to create long-term stability.
It is about whether we choose passive decline or active stewardship.
It is about whether we preserve the Lodge as it was entrusted to us, not only in memory, but in reality.
19. Does this mean we will stop doing the monthly pancake breakfast?
Yes. if the lower level is leased, the monthly pancake breakfast in its current form will come to an end.
There is no way to avoid that reality, and it deserves to be addressed honestly.
The pancake breakfast has been a meaningful tradition. It has served the community, brought people together, and created goodwill. But it has also relied on a very small group of dedicated volunteers who have consistently carried the responsibility month after month, year after year.
That level of effort is not widely visible, but it is very real.
As our membership has aged and participation has declined, sustaining that kind of recurring, labor-intensive event has become increasingly difficult. It is not a scalable or reliable source of revenue, and it places ongoing demands on the same few brothers.
The question before the Lodge is not whether the pancake breakfast is appreciated - it is. The question is whether it is sustainable, and whether it is enough to support the future of the Lodge.
Choosing to lease the space means making a deliberate trade:
- Moving away from a labor-intensive, modest-return activity
- Replacing it with stable, predictable income that benefits the entire Lodge
That does not mean the spirit of community engagement disappears. It means it can evolve.
With improved financial stability, the Lodge will be in a stronger position to:
- Host occasional, higher-impact events
- Support charitable efforts more meaningfully
- Engage the community in ways that do not rely on the same small group carrying the entire burden
Traditions are important. But sustainability is essential.
This decision is not about abandoning what we’ve done. It is about ensuring we are still here to do anything at all in the years ahead.
A Final Word to the Brethren
Every generation of Masons is tested in a different way.
Some are called to build.
Some are called to defend.
Some are called to rebuild.
Our generation has been called to preserve.
That preservation may require a difficult decision. It may require setting aside what is familiar in order to secure what is essential. But that is not weakness. That is wisdom.
No brother should vote for this proposal lightly. But every brother should consider it seriously, honestly, and with the future of John E. Mair Lodge No. 729 foremost in mind.
The question is not whether change is uncomfortable. The question is whether we have the courage to do what the times require.
A yes vote is a vote to protect the future of John E. Mair Lodge No. 729.