Just remember a SWOT is only an
analysis tool, and not a plan in itself. Then you need strategies to mitigate or overcome Threats and Weaknesses and ways to capitalize on the Strengths and Opportunities.... and you do not need to capitalize on all your S & O - only try to do so on the achievable ones which will have the biggest effects... then use SMART goals - these are
Specific
Measurable
Attainable
Realistic
Timely
A SWOT followed by SMART goals are two basic management tools you can use to start addressing problems. You might come up with three or four SMART goals - but apply the question "If we achieve this - will it really help the lodge" and think in terms of time - what would be good to achieve in 6 months, 1 year, 5 years and 10 years... get some intelligence folk involved - we had a three year plan over 3 masterships, the WME, SW and JW.. I was JW but ended up taking the SW's place and was in the chair of 2 years.
Here is another thing - choose which goals you want, then choose which ones you want to communicate and make sure you keep control of the most critical thing of all - organizational morale.. I choose to work on some goals quietly without communicating them because they were potentially un-achievable and I made sure every goals I widely communicated would be achieved..
Three people saved our lodge - by bringing almost the whole membership along.. you might have or might not have many helpers.. but among the three - there was one motto and many years on, one of the programs and goals is still underway... and being revised up annually.. the motto ? " Failure is not an option"
Another matrix to use is a risk analysis - what are the consequence of events ? In such a matrix, loosing some more members might actually be a good thing - clearing dead wood. 10 committed guys will get more than than 50 guys who do not care and are not willing to work. There's lots of ways to evaluate risk, but they all are basically.
Name the risk
Impact of risk
Likelihood of risk.
Risk which are very likely and are catastrophic and imminent (1-12 months) are what you should consider first.. the SWOT and SMART goals are easy, the RISK MATRIX can be the hardest - because you often get evaluation of risk incorrect. You might put numbers of members first - but if the likelihood of any of the current members leaving or dying in the next 12 months is low (and you could loose 2-3 and still keep going), then the impact of the risk is low. Change it to 10 years, and likelihood becoming almost certain, then the IMPACT might change to catastrophic. I suggest you do a bit of reading - even if just
https://en.wikipedia.org/wiki/Risk_matrix
I suggest you
1 - Get the core membership to agree change is needed or you will die. Contextualize the problems in terms of survival - even if the threat is a decade away.. Identify some problems then contextualize it in terms of "Do nothing means death - but we have the time, expertise and will to change it" BE POSITIVE
2 - Do a SWOT
3 - Do a RISK ANALYSIS, then RISK MITIGATION PLAN - how you address the identified risks
4 - Create some SMART goals to save the lodge.. and built it into the future.
The above should be under constant review... my company does a strategic review every 2-3 years, my lodge has not done one in about 8 years.
I will write something in a masonic context when I get the time - the above is off the cuff, but it would make a good article...