The Province of Yorkshire North and East Ridings have helped to fund research, which has been published in the British Journal of Cancer, alongside The Masonic Samaritan Fund, Yorkshire Cancer Research, Prostate Cancer UK and the British Columbia Cancer Agency Strategic Priorities Fund
Medical research scientists at the University of York have found a way of distinguishing between fatal prostate cancer and manageable cancer, which could reduce unnecessary surgeries and radiotherapy.
A recent study showed that for every single life saved through surgical intervention more than 25 men were unnecessarily treated with surgery or radiotherapy. Success rates could be hindered by treating all prostate cancers in the same way. A team at the University of York and the University of British Columbia in Canada have designed a test that can pick out life-threatening prostate cancers, with up to 92% accuracy.
Professor Norman Maitland, from the University of York’s Department of Biology and director of Yorkshire Cancer Research, said: ‘Unnecessary prostate treatment has both physical consequences for patients and their families, but is also a substantial financial burden on the NHS, where each operation will cost around £10,000.
‘Cancers that are contained in the prostate, however, have the potential to be ‘actively monitored’ which is not only cheaper but has far fewer negative side-effects in patients with non-life threatening cancer.’
It is now understood that to find the differing levels of cancer, scientists have to identify genes that have been altered in different cancer types.
Professor Norman Maitland added: ‘In some diseases, such as cancer, genes can be switched to an opposite state, causing major health issues and a threat to life. To put it another way: how do we distinguish the tiger cancer cells from the pussycat cancer cells when there are millions of patterns of chemical alterations going on, many of which will be perfectly healthy?’
Dr Davide Pellacani, who began these studies in York, before moving to the University of British Columbia, said: ‘Using this computer analysis, not only could we see which tissue samples had cancer and which didn’t, but also which cancers were dangerous and which ones less so.’
To take this method out of the laboratory, the team are now investigating a further trial with new cancer samples and hope to involve a commercial partner to allow this to be used for patients being treated in the NHS.
Vote of confidence
In celebration of the Freemasons’ Tercentenary year, the public was invited by the MCF to vote for their favourite charities. John McCrohan, Head of Strategic Development & Special Projects at the MCF, explains the rationale behind this initiative
Tell us about your role…
I support the CEO and Board to bring together the activities of the four legacy charities that were amalgamated into the Masonic Charitable Foundation (MCF) to ensure they continue to meet the needs of both the masonic community and the wider community through our non-masonic grant-making. In January 2011, I started working for the Masonic Samaritan Fund, one of those four legacy charities, as Grants Director and Deputy CEO. I held the post until the consolidation of the MCF in April 2016, when I took on my current role. As well as respecting the legacy of the four charities, it’s also my job to focus on the future and think about how we can do things differently – and better.
What are the Community Awards?
The full name is the MCF Community Awards –Tercentenary Fund. These are 300 grants totalling £3 million that acknowledge the 300-year anniversary of UGLE. The Awards were created in part to raise MCF’s profile within the masonic community, but also externally. This initiative was our first large-scale, public-facing activity, and was designed to let the wider public know about the good work that happens as a result of the generosity of the Freemasons. We typically spend up to £5 million a year supporting UK charities and responding to disasters and emergencies, both here and abroad. But to celebrate the Tercentenary, we wanted to do something in addition to that, which is where the idea for the £3 million Community Awards came from. We also wanted to celebrate the formation of the MCF.
How do the grants work?
They were for either £4,000, £6,000, £15,000 or £25,000, depending on how many votes a charity got. The grants were spread across all of our Provinces, and we allocated either four, six or eight grants to each depending on size. London got 26 because of its size. It was important that the charities we supported were operating, and helping people, locally. We wanted the grants to reassure masons that the MCF is pushing money back to their communities, to see that the money they give doesn’t get swallowed up in a black hole here in London. And, of course, we wanted to show that we apply good grant-making practice and observe good due diligence.
How did you decide who would qualify for a grant?
Firstly, I went to Provinces and said, ‘We’ve got money for you, we’ll be giving grants in your region, but we’d like you to tell us which charities are close to your heart.’ We then asked each Province and Metropolitan Grand Lodge to compile a list of their chosen charities, filtered down to their allocated number. The shortlists came to us and we carried out initial due diligence to make sure charities were eligible, that they weren’t already an active recipient of a grant, and so on. We then confirmed shortlists with the Provinces and Metropolitan Grand Lodge and began contacting charities, inviting them to formally apply for a grant. They still needed to complete an application, though by this stage they were guaranteed at least £4,000 – but could potentially get as much as £25,000 if they got the most votes.
What types of charities were nominated?
We had charities in every sector – from financial hardship, social exclusion and disadvantage through to health and disability, education and employability. We had community centres, initiatives reducing isolation and loneliness for older people and complementary emergency services – things like blood bikes, for example, which take blood supplies around a county.
And how did the general public phase of the vote work?
People voted primarily online – we promoted the vote on our website, and through our social media and masonic contacts. Having spoken to some charities that had already worked with the public on that kind of scale, however, it became clear that to really make the voting work, we needed the charities themselves to lead the promotion – on their own social-media sites and during public events. To do this, we provided them with materials showing masonic iconography and branding that they could use. And, of course, the competitive element of ‘more votes equals a bigger grant’ really spurred them on.
What were the responses like?
We ended up with 177,801 votes, which really blew away our expectations. Almost 160,000 of those votes were made online, with another 18,000 cast at local events. After people voted, there was an optional short survey of just two questions. One asked if the initiative had improved the voter’s opinion of Freemasonry. Some 57% of those who completed the survey – 36,000 people – said that it had improved their perception of Freemasonry. We believe that’s pretty strong evidence that the initiative really worked.
What did you learn from the project?
We’d never done anything like this before so we were all on a massive technological learning curve. We were very exposed, so the pressure was on – we only had six months to develop the project before it went live. We were still testing the voting pages, making sure the images were right and the copy was okay the day before launch. That was a bit stressful. It was all worth it when the charities, and public, told us they didn’t realise we operated on this scale or supported so many people in this way. Given that raising this awareness was one of our key drivers, I think we’ve been really successful. Going forward, we’ll be able to do something like this much more easily because all our building blocks are now in place.
What happens next?
We are going to monitor the projects throughout the 12 months that the grants last, and do a full evaluation at the end. We want to make sure that what we have done with this grant fund has made a real impact. In a year’s time we’ll go back and see what has worked, what hasn’t worked so well and what lessons have been learned. We’ll see how we can improve, if we do something like it again in future.
Find out more - click here.
Around the world
Four charities that have benefited from the Community Awards
Social Exclusion and Disability: Veterans in Action
Veterans in Action (VIA) helps armed service veterans who have suffered the effects of war or who have found the transition back to civilian life difficult. For the past six years, VIA has been organising walking expeditions that have needed support vehicles – Land Rovers and minibuses – which are now ageing and require maintenance. The funds from the MCF grant will be used to fund a new project called the Veterans Restorations Project, which aims to restore and upgrade the existing vehicles.
Financial Hardship: Centrepoint North East
Centrepoint is the UK’s leading charity working with homeless people aged sixteen to twenty-five. It supports more than 9,000 people a year, 800 of whom are from the North East. The grant will be used for its Rent Deposit Guarantee Scheme (RDGS), which aims to increase the supply of affordable rented accommodation to disadvantaged sixteen- to twenty-five-year-olds and those at risk of homelessness. As part of their acceptance on to RDGS, the person agrees to save with Centrepoint so they can afford their own cash bond as and when they move tenancy. This will enable them to have a secure base from which to build their future.
Education and Employability: Romney Resource Centre
Romney Resource Centre (RRC) was founded in 1999 and has developed a reputation as a centre of excellence, being the only provider of careers and skills advice, training, education and employment support in Romney Marsh for sixteen- to eighteen-year-olds and adults. Due to significant cutbacks in adult skills at the Skills Funding Agency, there is little further-education funding available for Romney Marsh communities – a critical situation if they are not able to upskill or attain updated qualifications. As a consequence, RRC is now seeking grant-funding support in order to continue its mission.
Health and Disability: HUTS
Now established for more than two decades, the Help Us To Survive (HUTS) Workshop supports individuals suffering with mental-health issues and learning disabilities across Carmarthenshire, Ceredigion and Pembrokeshire. The therapeutic arts-based centre currently has more than 100 active members attending its workshop. The MCF award will go towards maintaining a full-time qualified ceramics and silkscreen-printing support worker. They provide support for members to explore creativity, gain confidence and to reduce isolation and deprivation within the rural community.
Here to help
Having had a career in the army and charities that has focused on safeguarding the welfare of others, Willie Shackell, new UGLE Grand Secretary, wants to ensure that Freemasons have all the support they need
Did you always want to be in the army?
Well, the first thing one has to decide is what career best suits you. In my early days, I couldn’t make up my mind whether I wanted to be a vicar or be in the army, but I ended up joining the latter.
I went off to Sandhurst in 1960, was commissioned into the Royal Engineers in 1962, then went to the University of Cambridge from 1963 to 1966, which was paid for by the army. What a lucky chap. I came out as a young officer, having been a student for three years. It took me some time to settle back into army life, but fortunately I had a very persuasive Commanding Officer.
I then went off to the Naval Staff College and did a couple of tours in Germany as a Major before getting promoted and going off to Nigeria to the staff college in Jaji. I was 39 and the placement was an indication for me that I wasn’t in the top flight of Lieutenant Colonels. Throughout one’s career, one’s got to accept that there are people better than you and it’s a great lesson in life.
I got promoted in 1988 to Colonel and was made responsible for the army’s Welfare, Conditions of Service and Casualties Procedures. The Gulf War took place during that period and it was the first time in my army career that I’d had a large degree of autonomy. I brought in computer networks and extra staff and we ran a very successful operation. I was appointed CBE for this work, promoted to Brigadier and went to command a brigade up in York, before becoming the first Director of Reserve Forces and Cadets. Realising I wasn’t going to be a General, I retired at the age of 52 having had a great career and absolutely no regrets – I would recommend it to anyone.
What did you do after leaving the army?
My attention was directed towards charities when I came to leave the armed forces. I felt I had an empathy with that side of life, having dealt with service welfare and enjoyed that aspect of work.
I moved on to the Soldiers, Sailors, Airmen and Families Association (SSAFA) and my first job was to set up a contract for SSAFA to run the community health services in Germany. We had a very successful partnership with Guy’s and St Thomas’ Hospital and the Army Medical Service. I ran the department for three years, then supported the volunteer network and managed the housing assets for five years. My last five years on the staff were spent as Company Secretary, and I finished as the Vice Chairman of Trustees. During this time, I also held a number of posts in the voluntary sector.
When I retired from SSAFA, I applied to become the UGLE Grand Secretary. I was interviewed, but got a letter saying I hadn’t got that particular job.
I was, however, rung up a little bit later and asked if I would be the President of the Royal Masonic Benevolent Institution (RMBI). It was a total surprise, I can tell you, but I said yes and what a marvellous experience it was.
What was your agenda coming into the RMBI?
I suppose it’s rather like my agenda on joining any organisation. I go in, look at it for three months, and then decide what my goals are. There were a lot of plans for rebuilding care homes to bring us into the 21st century – I took the opportunity to go to all the care homes because I believed I couldn’t discuss change unless I’d visited them all.
I then looked at the trustee board. My feeling was that we needed to have more people with the right skills and I wasn’t bothered whether they were Freemasons or what gender they were. It was a culture change for the RMBI, but my reasoning was accepted and we brought our first lady on to the board. We put more emphasis on accommodating those with dementia, improved fire safety and updated the homes. It was a major undertaking costing about £35 million, but we had tremendous staff support and it all needed to be done.
After six years, I felt that I had achieved what I set out to do and when asked to do another four years I said no. I was then made President of the Masonic Samaritan Fund, taking over from Hugh Stubbs, who had been a quite outstanding president. I just had to keep the ship ticking along, which gave me time with my fellow charity presidents to start work on planning the formation of the Masonic Charitable Foundation. My task was to coordinate the governance and then bring together the grant-making activities of the four charities.
Having retired as President of the Masonic Samaritan Fund on the formation of the Masonic Charitable Foundation at the end of April, I then got a phone call asking if I would take on the position of Grand Secretary on an interim basis. I spent a weekend chewing it over with my wife before accepting it on a three-day-a-week basis and on the understanding that I was fully accountable to the board. I’m thoroughly enjoying it.
What is your approach as Grand Secretary?
Communication is the key to most things. Certainly at the United Grand Lodge of England, one of the first things I’m trying to do is to improve the internal communications. We’ve got a good team; we’ve just got to talk among ourselves a bit more.
My first goal is to get the trust and respect of the people here. Until you’ve got that, you’re not going to achieve a great deal. And probably the second most important thing I’ve tried to do is to make sure everyone understands that we’re all here as servants of Freemasonry. We’re here to support the many volunteers working in Provincial and District offices as well as any other Freemason with a problem – we’re the paid staff and our job is to help members promote the values of masonry out in the field, to understand it, to enjoy it and to have fun.
‘I’m in the comfortable position of not doing the job for a career... but because I love Freemasonry.’ Willie Shackell
A lot of the administration of the building is done by the Chief Operating Officer, whereas I’m involved in the administration between the Provinces, the lodges and Great Queen Street. Freemasons should see me as the person they contact and I’m very content in that role. I’m in the comfortable position of not doing the job for a career or because I need to be employed but because I love Freemasonry and believe I can contribute to our future.
Why did you become a Freemason?
I joined Freemasonry back in 1963. My dear old dad had been a mason for many years; he became one before the war. Dad was in the Infantry, which hadn’t been very pleasant, and there were no counselling services for people like him. You just had to get on with life and re-establish yourself. After the war, life wasn’t easy. Dad was a teacher, which wasn’t particularly well paid, and as a child I could feel the tension. But whenever he went off to one of his masonic meetings with his little brown bag, he’d come back relaxed. It was noticeable.
I joined my father’s lodge at 22 in 1963. I found that wherever I was in the world, there was masonry. I joined the Grand Lodge of British Freemasons in Germany and went through the Chair; in Nigeria I joined the Northern Nigeria Lodge in Kaduna; when I went to Northern Ireland with my Territorial Army regiment, I attended the Belfast Volunteers Lodge; and in the Netherlands I joined a French Constitution Lodge.
What do you want to have achieved by the time you leave?
I’d like to have improved the systems and internal communications and to have run a happy ship. We know people will grumble at us because we’re the headquarters, but we’re here to support them.
An American at the Naval Staff College once said to me, ‘You appear a really laid-back guy, but I can tell you’re paddling like mad underneath that water!’ Maybe he was right. I think I always want to do the best I can. I’ve never had a problem with accepting responsibility – I think I’m better at that than the fine detail. I’ve always had a vision as to what I want to achieve, and I’m a believer that as you aim for a goal the detail will get sorted as you get nearer to it.
Strength and resilience
When Nepal was hit by a violent earthquake last year, Freemasons rallied to provide funding to replace a school that had been demolished in the village of Jyamire. Glyn Brown catches up with the relief efforts
Nepal is a beautiful, still relatively undeveloped, landlocked country of 28.5 million people. Bordered by China to the north and India to the south, it sits amid the breathtaking Himalaya mountain range, which includes the mightiest peak on earth, Everest. It is also a fragile country struggling with high levels of poverty and the difficult political transition from a monarchy to a republic. Its income is dependent on carpet making, tea and coffee production, IT services – and tourism.
On 25 April 2015, Nepal was hit by an earthquake with a magnitude of 7.8, an intensity classed as ‘violent’, and which was followed by multiple aftershocks. With the epicentre 81 kilometres northwest of Kathmandu, it was the biggest quake to hit Nepal in 80 years. Centuries-old buildings at UNESCO World Heritage sites, vital for tourism, toppled; roads cracked and electrical wiring was ripped loose; and almost 9,000 people died, with about 22,000 injured. At least 500,000 homes were destroyed, although some aid agencies put the figure significantly higher.
Relief aid came within hours of the news being broadcast; The Freemasons’ Grand Charity donated an immediate £50,000, although Freemasons would later donate on a bigger scale via the international children’s charity Plan International UK.
Wonu Owoade, trust funding officer in Plan International UK’s Philanthropic Partnerships team, explains the immediate needs in the aftermath of the tremors: ‘Plan has staff based in Nepal, so we were able to react virtually instantly. And we had to act fast, because the monsoon was on its way and families were living in the cold and wet under makeshift tarpaulins. Knock-on effects included health problems, both physical and mental, and disease that comes with sanitation issues.’
The level of donations meant Plan International UK could distribute sturdy tents and ropes, food packs, blankets and mosquito netting, and get hygiene problems under control. The most pressing focus then was mothers with newborns, and childcare. The future for any country is in its young, and many children of Nepal were not only deeply traumatised but also bereaved or homeless – schools had been reduced to rubble, leaving a million of them without education.
Meanwhile, back in the UK, masons were determined to help. David Innes, Chief Executive of the Masonic Charitable Foundation, explains: ‘We have very close contact with aid agencies across the world, so we can respond quickly to calls for international disaster relief. Freemasons knew we had made a donation, but we began to receive huge numbers of emails, letters and calls from our members, saying, “We want to do more.” So in May 2015, a Relief Chest was allocated for this purpose.’
‘Within days of the chest being opened, we had £76,650. We were talking serious money.’ David Innes
The Relief Chest idea is an inspired one. ‘It’s a simple, secure and efficient way to bring together donations from Freemasons across England and Wales,’ says David. ‘And because it’s a recognised charitable scheme, we’re able to claim tax relief on donations, so for every pound donated, HMRC gives an extra 25p, which means a donation of £100 is worth £125.’
Masons were as good as their word. ‘Within days of the chest being opened, we had £76,650. We were talking serious money,’ recalls David. The funds were donated to Plan International UK’s Build Back Better project, to rebuild the devastated Bhumistan Lower Secondary School in one of Nepal’s hardest-hit areas.
The original infrastructure was pretty poor, so the idea was to replace the school with first-class facilities and what’s called ‘future disaster resilience’ – because of course lightning can strike more than once in the same place.
One trustee of the Grand Charity, retired GP Richard Dunstan, already had fond feelings for Nepal, having driven to India in 1970 with some pals. ‘We split up for a week and I went to Nepal on my own, and it was just the most magical country, a true Shangri-La. The people were gentle, peaceable, it was very agricultural, with no roads, no traffic…’ Fast-forward and, having been chairman of the committee that allocated the Relief Chest funds, Richard travelled with wife Tessa to Nepal again in April 2016, on the anniversary of the earthquake, to see where the new school would be built.
While Nepal was still a stunningly beautiful country, Richard noted that much of the country was in disarray. ‘The government has money to spend on rebuilding, but there’s so much to do. The emphasis is to rebuild with new, safer planning, and each of these plans must be approved. So families are still living in tents and shacks.’
The school is in the village of Jyamire and, says Richard, ‘the original building was right on the hillside’. He explains: ‘We went to see what was left and could hardly climb up to it, the path was so steep. When it collapsed, it must have been terrifying. The villagers are just relieved the earthquake happened on a Saturday and the children weren’t there.’
‘They’ve been through something appalling, but they were smiling, positive, happy.’ Wonu Owoade
A temporary school is in place for now, although ‘it has a corrugated iron roof, which is incredibly hot in the sun’. But the site for the new school has already been cut in a much safer location. Richard was there to hand over the Freemasons’ cheque and met children, parents and teachers at the ceremony. ‘The commitment of the village to the education of their children was palpable; you could see clearly they were keen to get on with it,’ he says.
Owoade of Plan International UK was at the ceremony too, and also saw the determination Richard noticed. ‘Because of the economy in Nepal, it’s very common for children, especially girls, to stay at home and concentrate on domestic duties, or go out to work,’ she says. ‘But when we visited Sindhupalchowk there was a real desire to educate the children – in a safe, secure building – so they could rebuild their lives and go on to better things.’
Owoade says that the new school is something everyone is pinning their hopes on. ‘They see it as part of a greater reconstruction of the whole country, the start of further rebuilding in the area: hospitals, homes... the impact will be incredible.’
Best of all, Plan International Nepal is about to sign a mutual agreement with the government to begin construction, so building can start once the monsoons are over in early autumn, and could be completed in six to eight months.
And how did the children strike Owoade, on the visit? ‘There’s a real sense of strength and resilience there,’ she says. ‘They’ve been through something appalling, but they were smiling, positive, happy. They were glad to be able to continue learning in the temporary building, but they’re more than ready for their new school – they’ve asked for a science lab, and computers – and so excited. Once something stable is in place, it will also give them back a sense of normality and routine.’
Which couldn’t be better news for David. ‘While in the army I worked with many Gurkhas from Nepal and have huge respect for them and their country, as I’m sure many Freemasons do. To be able to help those less fortunate, whether part of the masonic community or not, is incredibly gratifying.’
Announcement to the Craft about Laura Chapman and Richard Douglas
Sent on behalf of the President, the Deputy President, all Trustees and Chief Executive of the Masonic Charitable Foundation
'Following the formation of the Masonic Charitable Foundation (MCF), Laura Chapman and Richard Douglas have decided to leave the charity.
We are delighted that Laura has agreed to stay on with MCF until the end of July to help with merger transition issues and to advise on the creation of a new strategic development function. Likewise, Richard Douglas, has agreed to stay on with MCF until the end of September to continue his important work in establishing the new communications team and function.
During the last 15 years, both Laura and Richard have made a huge contribution to the charitable activities of the Masonic community and achieved a great deal, including being heavily involved in the creation and launch of MCF at the beginning of April this year. We are sure that you will all want to join everyone at MCF in wishing them both well for the future.'
A beacon for us all
James Newman, Deputy President and Chairman of the Masonic Charitable Foundation, explores the evolution of the charity
Our new charity has been established following a long and very thorough review of how the four central masonic charities operated, how they could work together in the future and how best they can collectively serve the masonic community in particular. The Bagnall Report in 1973 made quite a number of recommendations, some of which were implemented, but many others were not, as they were not felt appropriate at that time.
In those intervening 43 years, some attempts were made to further integrate masonic charitable support but with little success. More importantly, The Freemasons’ Grand Charity and the Masonic Samaritan Fund have been successfully established, with Freemasonry and society both changing beyond recognition, so another major review was long overdue.
So why has this review succeeded in getting over the finishing line? As with all things, especially in Freemasonry, it’s all about people and their willingness to compromise and work for a better solution.
We worked together for a good number of years on the review, had some robust discussions along the way, but always came back to the overriding objective – how do we create the best, most long-term and most efficient solution to provide charitable support and protect our fundraising activities?
Whilst the presidents have set the policies, persuaded and sometimes had to cajole their trustees to support the review’s recommendations, we owe a big debt to our four chief executives and their respective staff teams for the professional manner in which they have approached this review, and indeed, are now implementing it.
Change can often be difficult, but our staff have been magnificent throughout and no matter what uncertainty they face for their own futures, they have ensured that the standard of service you all have come to expect has been maintained at a consistently high level.
The rationale for what we have done is to make best use of the money you all so generously donate and to have a structured and flexible system of support carried out in the most efficient way. To do this, we will over time create a single charitable fund with as few restrictions as possible on how we spend it, which will allow us to react to the specific demand or need for support at any point in time from both masonic and non-masonic communities. Of course, the existing funds of each charity will continue to be spent for the purposes for which they have been raised.
A trustee board has already been formed and has representatives from each of the four current charities and an excellent mix of skills. We have set up a number of committees, which are already hard at work advising on new integrated policies, assisting the executive team and making recommendations to the trustees.
So how will all of you and the Craft be represented and able to get your views across to the trustees and executive team? Membership of the Masonic Charitable Foundation (MCF) will consist of the trustees as well as two appointees from Metropolitan Grand Lodge and two from each Province. These nominees will be approved at each Metropolitan or Provincial meeting so that you will all know who they are and can, therefore, ask them to represent your views. There will be at least two members’ meetings each year, one of which will be outside London.
We are about to create a very large and, we hope, nationally recognised charity, which will become a beacon for us all. The funds at our disposal have been built up by our predecessors over two and a quarter centuries, and we owe it to them and our current donors and beneficiaries to make it a success.
‘How do we create the best, long-term and most efficient solution to provide charitable support and protect our fundraising activities?’
Help where it’s needed
This year, Freemasons around the country will be presenting their regional air ambulance services with donations from the Masonic Charitable Foundation that total £192,000
The Foundation and its four predecessor charities have been regular supporters of air ambulances since 2007, with more than £1.9 million awarded to 22 different rescue services, and every Air Ambulance charity in England and Wales has received masonic funding.
Air ambulances rely on voluntary donations to operate. The Foundation’s support saves lives by enabling doctors and paramedics to reach patients in emergency situations as quickly as possible.
Making a visible difference
As the four main masonic charities combine to form the Masonic Charitable Foundation, we have published four new infographics to celebrate their work.
They give a quick historical overview of each charity, as well as explaining some of the real differences they have made through their charitable support.
These can be seen on the Charitable Works page of the UGLE site.
A St David’s Day tradition
Every year Coningsby Lodge holds a St David’s Day celebration at its March meeting. This includes the ordeal of eating raw leeks, and current Worshipful Masters are ‘invited’ to take part in the ceremony. This year the Provincial Grand Master, RW Bro the Rev David Bowen, agreed to join them for a sponsored leek-eat in aid of the 2020 Festival.
In introducing the event W Bro Roger Tomlinson explained that it was a tradition for all new members of the Royal Welsh Fusiliers, of which he had been Bandmaster, to eat a leek on St David’s Day. He said that the tradition dates back to the 6th century when St David advised the commander of the Welsh army that his soldiers should wear a leek on their head-dress to distinguish them from the Saxons, with whom they were about to do battle. Having won the battle, the Welsh celebrated, and honoured St David, by eating the leeks. The tradition has continued among Welsh soldiers, and for a number of years has been re-enacted by Coningsby Lodge.
As well as the PGM, the Worshipful Master of Coningsby Lodge, W Bro Kevin Jones, took part, together with W Bro Keith Farmer, WM of Dean Waterfield, and W Bro David Joyce took part. A salver of raw leeks was carried in by W Bro Gordon Bumfrey, to a drum accompaniment by W Bro Ian Warren. The four participants were then invited to select their leeks, and eat them whole. Having done so, they were rewarded with a drink of Welsh beer.
In recognition of the RW PGM’s participation, and in his role as President of the Festival, the Lodge then presented him with a cheque for £100 in aid of the Festival. The PGM thanked the Lodge, and said how much he had enjoyed taking part.
9 March 2016
An address by VW Bro James Newman, Deputy President-designate, and David Innes, Chief Executive
RW Bro Deputy Grand Master and brethren, firstly thank you very much for unanimously approving the changes to the Book of Constitutions a few minutes ago. These changes, in essence, facilitate the creation of the Masonic Charitable Foundation and its strong links to Grand Lodge by the appointment of a President and Deputy President.
Indeed brethren, to paraphrase that part of our initiation ceremony, which specifically relates to charity, if you had not approved the changes, 'the subject of this presentation would have to have been postponed'.
Happily, it is now only three weeks until the official launch of our new charity. MCF, which I am sure it will be known as, will open for business on 1 April. Despite the date being April Fools' Day, for those of us involved, it will be no joking matter.
Your new charity has been established following a long and very thorough review of how the four central masonic charities currently operate, could work together in the future and how best they can collectively serve the masonic community in particular. The Bagnall Report in 1973 made quite a number of recommendations, some of which were implemented, but many others were not, as they were not felt appropriate at that time.
In those intervening 43 years, some attempts have been made to further integrate masonic charitable support but with little success. More importantly, both the Grand Charity and the Masonic Samaritan Fund have been successfully established and society and Freemasonry have both changed beyond recognition, so another major review was long overdue.
So why has this review succeeded in getting to such an advanced stage. As with all things, especially in Freemasonry, it's all about people and their willingness to compromise and work for a better solution.
In traditional masonic style, I will start at the top. Deputy Grand Master, we would like to offer our sincere thanks to you, for all your active support and encouragement throughout this whole process as well as your guidance through the black, or perhaps I should say, dark blue hole, that is masonic politics. Although not planned, it is entirely appropriate that you, as the Ruler responsible for charity affairs, should be in the chair at this particular meeting.
With so many Provincial Grand Masters present today, it is also an ideal opportunity to thank you all, and your predecessors, for both your foresight and your patience. Some years ago, you collectively identified the need for change. Your concept of the future has helped us shape what has now been developed and many of you have made, and continue to make, valued contributions to the process.
As you will realise, I am making this presentation on behalf of my fellow Presidents, both present and past. We have worked together now for a good number of years on this review, had some robust discussions along the way but always came back to the overriding objective – how do we create the best, long term and the most efficient solution to provide charitable support and protect our fundraising activities.
Whilst the Presidents have set the policies and persuaded and sometimes had to cajole their Trustees to support the review’s recommendations, I hope you will all agree that we owe a big debt to our four Chief Executives and their respective staff teams for the professional manner in which they have approached this review, and indeed, are now implementing it.
Change can often be difficult, but our staff have been magnificent throughout and no matter what uncertainty they face for their own futures , they have ensured that the standard of service that you all have come to expect, has been maintained at a consistently high level.
By now I hope you are all aware of the main reasons why the review came to the conclusion that consolidating the charities, by creating an overarching parent charity, was the best and most sustainable solution for the future. The rationale for what we have done is to make best use of the money you all so generously donate and to have a structured and flexible system of support carried out in the most efficient way.
To do this, we will create a single charitable fund with as few restrictions as possible on how we spend it, which will allow us to react to the specific demand or need for support at any point in time from the masonic and non-masonic community. Of course, the existing funds of each of the charities will continue to be spent for the purposes for which they have been raised, as David will explain shortly.
Therefore, I am delighted to hand over to David, our new Chief Executive, who has the unenviable task of knitting all this together, so that he can tell you about our vision for the future and how we plan to realise it.
RW Deputy Grand Master and brethren all, as I am sure you appreciate only too well, the creation of the new Masonic Charitable Foundation is a very significant milestone in the evolution of charitable support, both within and by the masonic community. Although James has said I have an unenviable task, I feel deeply honoured to have been given the opportunity to lead this new charity during its all-important formative years – particularly as I am not a Freemason.
The logo of our new charity depicts a charitable heart at the centre of the widely recognised square and compasses symbol. It is our firm intention that MCF will become extremely well known and appreciated as a force for good by all Freemasons and their families, as well as by the wider charity sector and the public at large. At the same time, the MCF logo must become instantly recognisable as the symbol of masonic charity within the widest possible audience. We will all be working hard to ensure this happens.
I have also used our new logo to explain to staff the structure that we shall be implementing when the charities consolidate next month. The heart symbolises the core function of the charity, namely the provision of beneficial support to the masonic community. It also represents the continuation of the practical support provided to the Metropolitan Grand Lodge and Provincial Grand Lodges, in particular to Provincial Grand Almoners and Provincial Grand Charity Stewards who will remain as important as ever to the success of the new charity.
Similarly, the advice and support team will continue to be an integral element of this support network, operating as it does right in the heart of the masonic community. In time, we hope to expand our direct support by introducing new services – such as the Visiting Volunteer initiative – which we are currently piloting in a number of Provinces.
The heart also symbolises the extensive support available to the wider community through a variety of grants to other charitable causes and, when required, in response to natural disasters. The size and scale of the new charity will enable us to enter into major partnerships with other national charities, and to develop long term programmes of support of national significance, that will have a real and high profile impact. We shall also continue providing support to Lifelites and all the fantastic work it does in children’s hospices.
Another element of the operational support we provide to the masonic community and beyond, is our care homes. These will continue to be a very important part of what we do but, after 1 April, will be run by a separate charitable company within MCF known as RMBI Care Company. This company will have its own board of directors but will be fully accountable to the MCF Board.
Having decided to group all our current operations together for what I hope are obvious reasons, I am delighted that Les Hutchinson has been selected to be the Chief Operating Officer of our new charity and he is already hard at work.
The square underpins all these activities and represents the finance, secretariat and Relief Chest functions. The creation of a unified finance team will ensure that the very significant assets of the new charity are properly managed within all the appropriate regulations, and we are indebted to Chris Head for his help in getting this critical element up and running. Whilst we will be delighted to receive donations via any route, we would much prefer that the generous contributions of the Craft are made through the Relief Chest. It will also continue to deliver the valuable service that is already well-established on behalf of lodges, Provinces and festival appeals, and will be at the centre of our technological revolution.
Festival appeals will continue to be the main source of funding for MCF. During the first few years, those festivals that have already launched on behalf of one of the current four charities will continue to raise funds that will only be available for use according to the charitable objects of that particular charity.
However, this year will see the first MCF festivals launching in the Provinces of Buckinghamshire and Oxfordshire. The funds raised will be available for use according to need across the full spectrum of charitable support.
The third element of the MCF logo is the compasses.
I have described these as setting the key parameters for MCF and ensuring that our communication messages encompass everything we do. Specifically those working in this area will help set the strategic direction for the charity, devise ways to evaluate its performance and facilitate communication with all our stakeholders.
As a new charity, it is vitally important to create a vision, determine KPIs and monitor the effectiveness of all that it does, particularly the use of our resources. It is also important that we look to identify new opportunities in which the MCF, on behalf of Freemasonry, can increase its support to the masonic community and beyond. I’m delighted that Laura Chapman is bringing her considerable experience of masonic charitable support to bear in this important area.
One of the reasons for moving away from the current model of four separate charities was to simplify the message about what the central masonic charities actually do and for whom. We are determined to use the move to a single charity, with a single brand, as an opportunity to deliver a single and effective message to the widest possible audience. The MCF Communications Committee, very ably supported by Richard Douglas, is already hard at work refining a strategy that will cover all activities of the charity and will utilise the complete range of communication channels. The good old fashioned paper materials, like the leaflet that you were given as you arrived for this meeting, will still have an important role to play. Increasingly we will also embrace and exploit digital technology and social media. Beyond that there is also a need to support the Grand Lodge strategy for Freemasonry in the 21st century, and to increase awareness of Freemasonry amongst the charity sector and the wider community.
With the deadline of 1 April rapidly approaching, you will be delighted to hear that the first phase of what I see as a three phase consolidation process is nearly complete.
Having been formally appointed to my new position in December last year, I have focused on ensuring that the required foundations are in place. This has been mainly about developing a new, integrated organisation structure and systems suitable for the future. Another key task has been the formal TUPE consultation process in respect of the transfer of staff to the new charity. This is a time-consuming but vital step, and one that needs to be done properly and carefully. This phase is nearly complete and will see all staff from the three grant-making charities, as well as a few staff from the RMBI, transfer to MCF on 1 April. At the same time, the remainder of the RMBI staff will be transferring to the new RMBI Care Company.
Phase 2, between April and July this year, will see the actual reorganisation itself. Again, in full consultation with staff, it will involve changes to team structures and the physical relocation of staff within the office accommodation. It is quite likely that many employees will have a new line manager and will need to get used to different ways of working.
The transition from four charities to one has, as one of its main purposes, the improvement of the support and services provided to our many and varied stakeholders. This period of transition will be very challenging for everyone involved and I would wish to add my own tribute to the way in which all the staff have worked to bring about this major evolution in the way masonic charity is delivered. I have stressed from the outset that retaining their experience and expertise is vital to achieving change. I know that the staff and Trustees share my determination to prevent any disruption to, or degradation of, the services we provide. In particular, the needs of our beneficiaries will remain paramount throughout and I am absolutely determined that we do not drop the ball in the process – although I’m very happy for Wales to drop it a few times on Saturday!!
Following the reorganisation, there will need to be a period of bedding in. I anticipate this third phase beginning as the masonic year resumes and staff return from their summer holidays. It is my aim that, by December, all new working practices, policies and procedures are totally bedded in, the new grant-making software is fully operational and MCF is firmly established.
Looking beyond this year, I see 2017 as being a busy year for all concerned. In addition to delivering ‘business as usual’, MCF will be supporting the many and varied tercentenary celebrations in conjunction with Grand Lodge.
However, some things won’t change, such the wide range of support provided by the Masonic community for financial, health and family related needs. The simple difference will be that help will be available from a single source, via a single application process that uses standardised eligibility criteria. There will no longer be the need to remember what the four different charities do and risk applying to the wrong one in the wrong way. Further details are provided in the leaflet, which also contains all the relevant contact details for MCF and these are valid now.
Another thing that won’t change is our support to the wider, non-masonic community. Through MCF, Freemasons will continue to support registered charities that help those facing issues with education and employability, financial hardship, age related challenges, health, disability, social exclusion and disadvantage. Support will also continue to be available for the advancement of medical and social research, hospices throughout England and Wales, the air ambulance and other rescue services, as well as disaster relief appeals.
All in all, we anticipate no real change to the support available but a simpler, easier to understand, easier to access, more efficient and more responsive organisation delivering that support – which is considerable.
Each year, support is provided to over 5,000 Freemasons and their families which last year amounted to £15.5 million. In addition to the support given to the masonic community, MCF will also look to allocate between three and a half and five million pounds per year to non-masonic causes. There will also be extra money available next year to commemorate the Tercentenary and further details will be made available in due course. We would welcome your support in ensuring that these messages are communicated to all those who need to hear them.
I hope you will deduce from what I have said that this is an exciting and busy time for Masonic charity. The formation of MCF is good news for beneficiaries, good news for donors and good news for the wider community beyond Freemasonry.
Thank you for listening. I will now hand back to James who will tell you how MCF will be governed and remain accessible to its membership.
Thank you David. Before we finish this short presentation, it's important you all know how MCF is to be governed and how you and the Craft generally are all to be represented.
A Trustee Board has been formed, has already met three times and meets again tomorrow. It has representatives from each of the four current charities and an excellent mix of skills. We have set up a number of committees, who are already hard at work advising on new integrated policies, assisting the executive team and making recommendations to the Trustee Board.
So far, I am glad to say that all is going well, everyone is still talking to each other and there is, of course, lots of brotherly love!
So how will all of you and the Craft be represented and be able to get your views across to the new Trustee Board and executive team? The membership of MCF will consist of the Trustees themselves plus two appointees from Metropolitan Grand Lodge and two from each Province. These nominees will be approved at each Metropolitan or Provincial meeting so that you will all know who they are and can, therefore, ask them to represent your views. There will be at least two members' meetings each year, one of which will be outside London.
Brethren, I mentioned earlier the charity address in the NE corner during our initiation ceremony. That address to the candidate, clearly sets out that charity is one of the key principles of being a mason, one of which we should all be proud of.
That is why today is such a red letter day for Freemasonry in general and masonic charity in particular. We are about to create a very large and we hope nationally recognised, charity, which will become a beacon for us all. The funds we shall have at our disposal have been built up by our predecessors over two and a quarter centuries, and we owe it to them and our current donors and beneficiaries, to make it a success.
Deputy Grand Master and brethren, on behalf of everyone associated with MCF, we hope that you have found this presentation useful and that you will now spread the word about MCF across your Provinces and down here in London. Thank you for listening and we look forward to updating you later in the year.