Freemasons’ Hall – the headquarters of the United Grand Lodge of England (UGLE) – has received a TripAdvisor® Certificate of Excellence for the fifth year running

Now in its ninth year, the achievement celebrates businesses that are consistently excellent, having earned great traveller reviews on the TripAdvisor website over the past year. As a result of earning a Certificate of Excellence every year for the past five years, Freemasons’ Hall has also qualified for the Certificate of Excellence Hall of Fame.

Freemasons’ Hall is a stunning Grade II listed Art Deco building in the heart of London’s West End and welcomes over 200,000 visitors from across the world every year. The building was originally built as a peace memorial between 1927 and 1933 to honour the 3,000 English Freemasons who fought and died during the First World War.

Dr David Staples, Chief Executive of UGLE, said: ‘This is a wonderful accolade to receive five Certificates of Excellence in a row for Freemasons’ Hall. The architecture and history of the building have made us an iconic landmark and we’re delighted with the many positive comments we’ve received.

‘We’re now busy working hard on a number of projects to enhance the experience for visitors – including taking part in the world’s largest architecture festival Open House this September – and continue to make us a popular tourist destination in London.’

The Certificate of Excellence accounts for the quality, quantity and timeliness of reviews submitted by travellers on TripAdvisor over a 12-month period. To qualify, a business must maintain an overall TripAdvisor bubble rating of at least four out of five, have a minimum number of reviews and must have been listed on TripAdvisor for at least 12 months.

Freemasons’ Hall is open to the public Monday to Saturday and includes free guided tours of the building, which incorporates the Museum of Freemasonry and the magnificent Grand Temple.

Read all the reviews of Freemasons’ Hall on TripAdvisor here.

United Grand Lodge of England (UGLE) is delighted to announce that it has been awarded Investors in People accreditation

Investors in People is the Standard for people management and UGLE has been accredited at ‘Developed Level’ until 2021, which is based on a tried and tested framework and a rigorous process of assessment.

Work has gone on throughout the year to implement a number of strategies to improve communication and consistency in the way people are led, managed and developed at UGLE.

In part, accreditation has been awarded as a result of a wholesale restructure at UGLE centred on delivering for its members, alongside new organisational values, appraisal system and pay structure, recognition and reward scheme and improved internal communications.

Dr David Staples, Chief Executive of UGLE, said: ‘When I was appointed Chief Executive last year, I was charged with making UGLE a fit for purpose and efficient central headquarters, and this is a significant milestone towards achieving that overall goal. We have worked hard to create a positive working environment where people enjoy coming to work, driving excellence and enhancing the support we give to our 200,000 members – being awarded this accreditation underpins that commitment.

‘This is an enormous achievement in such a short space of time, and I am rightly proud of all those who have played a part in achieving it.’

Investors in People works with thousands of top businesses across the country. With a community of thousands of organisations across 58 countries, successful accreditation against the Standard is the sign of a great employer, an outperforming place to work and a clear commitment to sustained success.

Quarterly Communication

12 December 2018 
A presentation by VW Bro Dr David Staples, Grand Secretary

Brethren, good morning. It is my great pleasure to be speaking to you here today.

As many of you will know, I used to work as a doctor. My clinical job was to work out why people were horizontal and try to get them vertical again. I shall try my hardest over the next 15 minutes or so not to reverse that process.

I left Derby Hospital four years ago to become Clinical Director for Medicine at Peterborough where I managed a whole host of awkward people and there, to my astonishment, I discovered that I rather enjoyed this thing called ‘management’. In fact, I found that I enjoyed it much more than medicine.

People were usually pleased to see me which made a change, and as someone who had always enjoyed solving problems I found that I was deluged with problems. It was not a great leap for me to move into another organisation with problems to solve.

I still practice medicine for half a day a week – it seemed foolish to burn all my clinical bridges in this particular role. The Board and Rulers hired me as Chief Executive with two main outcomes in mind. First, I was to bring the Corporate and Masonic sides of Freemasons’ Hall together – to meld 60 Great Queen Street into a purpose and values driven organisation which services the needs of the United Grand Lodge of England, Supreme Grand Chapter and of course you, our members.

Secondly, I was tasked with helping to formulate, coordinate and ensure the delivery of the United Grand Lodge of England’s strategies for the future as defined by the Rulers and the Board.

To my mind, the most important of these is rapidly becoming to ‘Normalise the perception of Freemasonry in the public consciousness’ – to make it as acceptable to say that one is going to a lodge meeting as it would be to say that one is going shopping, out for a meal, or to the golf course; and to make it a genuine choice for all of our members as to whether they wish to disclose their membership or not – rather than one mandated by the attitudes and prejudices of their colleagues.

Today I would like to try to give you a flavour for some of the challenges UGLE faces along that journey, and some of the things that we are doing to meet them. We are always, however, mindful of the need to respect the independence of individual lodges and Provinces, and only to mandate those things which are absolutely essential to the future of the Craft.

Things are not all rosy. In 1920, Grand Lodge issued around 30,000 Grand Lodge certificates each year. By 2015 this had dropped to 7,000 which equates to less than one new member per lodge per year. 20% of our members resign or never come back prior to receiving their Grand Lodge certificate. 60% of our membership is over 60 years of age. Membership remains one of our greatest challenges.

As an organisation, we are shrinking by 1% a year, although interestingly our districts are growing at 10% per year on average.

Attracting new members and engaging our membership so that they remain members is therefore of paramount importance, but the pool of candidates eligible to join Freemasonry is a fraction of what it was 50 years ago.

We can do little to change whether a person believes in a Supreme Being, or whether they have a criminal record, but UGLE has done a great deal to try to influence the opportunity that eligible members have to join us successfully; this has occurred most visibly through the Membership Pathway which was launched earlier this year – an initiative that seeks to ensure that potential members know what to expect, and to minimise the chances of them leaving.

What used to be ‘invitation only’ is now much more open. Lodges regularly exhibit at universities Freshers’ Fairs and all Provincial websites and the United Grand Lodge of England welcome online membership enquiries. We also seek to influence what is ‘findable’ on Google by engaging with the media. By having sensible stories which reflect what WE want about Freemasonry on the top three pages of a Google search, we are able to significantly alter our public footprint.

Before the Second World War, Freemasons would have been openly known and respected in their communities. Public parades of masons were common place. Masons were often asked to perform ceremonies around the laying of foundation stones for public buildings.

Then, Hitler murdered 200,000 Freemasons on the continent and looked as though he were poised to invade England. Suddenly, it didn’t seem quite such a good idea to be so open about our membership and we collectively retreated into a position of privacy that we have only just, with the Tercentenary celebrations last year, started to retreat from in a coordinated fashion.

The third factor which influences whether we attract new members is the environment – by which I primarily mean the court of public opinion. What do the public think of us? How likely is it that our members are happy to ‘come out’ as Freemasons? How likely or acceptable is it that an organisation or employer decides to discriminate against Freemasons? What is the political climate? What is the religious climate? – All of these issues form the environment from which our members are drawn.

The national press is obsessed with handshakes, trouser legs, nepotism, corruption and with events that may have happened 50 years ago in a then corrupt police force. Not a media interview has gone by over the last year when I have not been asked about one of these issues – yet only 4% of young people under 25 ever read the national press, and only 9% get their news from television. By far the predominant source for news in the under 30s is the internet. We need to ensure our media presence reflects this.

In centuries past, however, Freemasons and Freemasonry was enormously respected. Before the times of professional organisations and trade bodies such as the British Medical Associate, the Bar Association, The Law Society etc., if you wanted to employ the services of someone who wasn’t going to rip you off, a Freemason represented someone who openly ‘met people on the level’ and ‘treated them squarely’. It was the closest one could get at the time to a kite mark of decent and moral professional behaviour, and, for tradesmen, membership was a likely to result in both increased respect and increased business.

Unfortunately, how Freemasonry is explained to us as Entered Apprentices is not necessarily an easy and straightforward concept to grasp. We are told that Freemasonry is a ‘peculiar system of morality, veiled in allegory and illustrated by symbols’ . That its system of morality forms of a set of values and principles of conduct. Freemasons are the custodians of a way of behaving which takes good people and makes them better, doing so by acting out ancient myths and encouraging a study of the deeper meaning of symbols, so it is both a philosophical and philanthropic society. One can see how it might prove very difficult for us to explain what Freemasonry is to those who might be curious. And, of course, Freemasonry means many different things to different members.

If we talk about charity, we are no different to hundreds of other organisations who fight for space in a very crowded sector. If we talk about friendship or camaraderie then similarly we do not capture the unique aspects of Freemasonry which set us aside from a club or society.

We will never be able to, nor should we, reinvent ourselves to please the public, but we do need to nuance our message so that it can have the greatest effect on those who we might be able to influence, and what you will see over the next 18 months or so is a coordinated media and communications strategy that starts to deploy these messages. We started this year with ‘Enough is Enough’ and there is a great deal more to come.

We need to find something that communicates the unique nature of Freemasonry in a friendly, accessible fashion, and in a way which makes us an attractive use of our potential members’ precious time. So how do we achieve, in the minds of the public, a favourable opinion preconceived of the institution? We must define ourselves clearly and positively to the outside world. We must regain control of our own narrative, we need to promulgate the timeless principles of brotherly love and self-improvement. We need to inspire people to lead better lives and be a values driven, professional organisation.

So Communications and Membership are two of my top priorities as mandated by the Board, the Rulers and the various committees and groups that have a care for Freemasonry.

These priorities are clearly reflected in the restructuring of the United Grand Lodge of England communications apparatus, and by the creation of a new Membership Services Department, which will encompass a new department for the Districts which, in the past, have not perhaps received the attention that they deserve; the Chancellery which manages foreign masonic affairs and also all of your enquiries should you want to visit a lodge abroad as well as the membership and registration functions.

When I came to UGLE, the headquarters had been split along masonic and non-masonic lines, and it was fair to say that there was a degree of civil war existing between the two. What I found was a headquarters crying out for modernisation. I am pleased to say that following considerable effort by all the staff over the last year, UGLE has just been awarded Investors in People Accreditation – something that will help dispel our reputation as operating from a secret volcano base somewhere off the West Coast of Sumatra.

Bringing about change within UGLE is not a simple task. I have entitled my talk 'Risk Takers, Caretakers and Undertakers' which broadly explains the mindsets which govern all of us here today in some part. Some aspects of the organisation need curating – they are precious to us and to our members and should be preserved as part of our responsibility as the de facto caretakers of a three-hundred-year-old institution, other parts need to be allowed to run their course and die, for an organisation which never renews itself is unlikely to survive. We see this often in the lives of individual lodges, which come together to serve a need for their members, but as times change, or that need changes, some lodges pass away whilst others invigorate themselves and thrive. In order to thrive, we need to be prepared perhaps to take risks and to change in order to remain, or perhaps regain a relevance in the modern world. If we aren’t prepared to do this, we become undertakers and bury something enormously precious to us all.

Another key priority for us at UGLE is to modernise the processes by which the organisation is administered. This year, we will have performed 24 Installations of Provincial and District Rulers all of those, coordinated from this building. We are recognised the world over for our pre-eminent ceremonial. It is my intention to ensure that this excellence shows itself in all that we do. We have moved the Masonic Year Book and the Directory of Lodges and Chapters to living online documents, and now have a thriving members’ area on our website. For the first time, some of you will have booked your place here today online and made payment for the lunch that follows electronically – something you will no doubt have been doing in other areas of life for well over a decade.

Astonishingly this change will save over 1,800 man hours of work each year. Those of you who are Secretaries will be pleased to hear that we are aiming to ensure that Installation Returns are pre-printed, meaning that you will never again have to write out the names and numbers of all your past masters – something which has been done and remained unchanged for over 175 years.

But that is just the start. The Book of Constitutions lays out guidance on how a modern membership organisation should be run, but the problem is that its current iteration was written in the nineteenth century.

Imagine now an organisation where the Lodge Secretary could access the central database of their members’ information and keep it updated. Why should secretaries have to write clearance certificates when we already know who is paid up and who is in arrears? Why not just run a real time Masonic credit check when you want to join a new lodge? Why are forms needed in order to get a Grand Lodge certificate, when we already know all the information on those forms?

To start to modernise these internal processes is an enormous piece of work, but I know it will bring real benefits to our members and those who administer lodges and Provinces.

And these changes will alter the experiences of the everyday mason too. Can you imagine a system that sends links to articles that explains the ceremony of initiation to an initiate the day after he is brought in? Or a system that sends information about the Royal Arch to a newly made Master Mason? What about a system that flags to the Lodge Almoner when a member has missed three meetings in a row – a strongly correlated marker for poor engagement and retention. In this way we can start to influence how we engage our membership at a whole new level with that peculiar system of morality, veiled in allegory and illustrated by symbols.

The Craft has an old, established teaching system, which uses role-playing, memory work and public speaking to enshrine its principles in the hearts of Masons. These techniques have evolved over many centuries and even more generations of Brethren, to pass on our traditions to benefit our members by making them better people, at peace with themselves and with the society in which they live.

We have recently launched ‘SOLOMON’, an online learning resource covering the three degrees and the Royal Arch which you are able to register for, access and read as you progress through your masonic journey. It has over 350 articles, graded for the correct degree which augment these established teaching methods within the Craft and make each candidate’s journey through Masonry a much more fulfilling experience.

So, Brethren, there is a huge amount going on in your organisation, and that is not counting the numerous happenings at Provincial and individual lodge level. UGLE is building an efficient and effective organisation. An organisation which provides a structure able to support and engage our members, attract new people to the Craft and Royal Arch, normalize Freemasonry in the public consciousness and stand up for our members whenever they are unfairly discriminated against or collectively attacked.

The United Grand Lodge of England is here to act as a custodian of the values and traditions of Freemasonry which inspire people to Lead Better Lives for the benefit of society, valuing Brotherly Love, Relief and Truth. We should be a straightforward organisation that is supportive, self-confident, welcoming, member focused, friendly and fun because that is an organisation that good men will want to join and even better men will want to remain members of. It is the duty of all of us to make this an organisation we are proud to be a part of.

Thank you.

From the Grand Secretary

The Grand Secretary’s column is, of course, also the Chief Executive’s column and I would like to give you a feel for what we have been implementing over the past year, and our hopes for the future. As Chief Executive, one of the reasons I was hired was to oversee the modernisation of the organisation in terms of its administration. The Chief Executive and the 90 or so staff at 60 Great Queen Street are responsible for the 180,000 members in England and Wales and some 20,000 members in our Districts overseas, for the upkeep and commercial realisation of the headquarters – a Grade 2* art deco masterpiece – and for supporting the committees which give direction and strategy to the membership organisation. 

Some of the most important changes will not be obvious to you but will help build an organisation capable of delivering the will of the Rulers and the Board and Committee of General Purposes in a manner which serves and supports you, the members. There have been changes in roles and staff as is inevitable with any change management process, but we are moving, at pace, towards becoming a more transparent headquarters whose purpose is understood and appreciated.

Investors in People has advised us on some of these changes as we transform the way we do things, and we have just learnt that we have been awarded Investors in People accreditation. We are at the tail end of a wholesale restructure to ensure that ‘delivering for our members’ is at the heart of everything we do. The Directory of Lodges and Chapters and Masonic Year Book are now living online documents, and you may now book in, and pay for Quarterly Communications and Supreme Grand Chapter online (saving 1,800 man hours for the Secretariat a year). We have also increased the commercial hire of our wonderful building by 30 per cent year on year, without affecting our masonic hires, thereby offsetting the costs we have to pass on to you. New video conferencing suites enable members up and down the country to participate in the decisions being made here in London and we are training more people than ever before – from Provincial Grand Masters to Media Ambassadors, Provincial Grand Secretaries to Almoners and Communications Officers.

From January we will have a Member Services Department incorporating Registration, the Chancellery, and a Department for the Districts to support the Provinces and Districts as well as delivering our renewed focus on attracting new members and engaging our current membership. A new communications structure will focus on getting the positive messages of Freemasonry known, and ensuring the Court of Public Opinion is firmly on our side. Imagine an organisation ‘normalised’ in the public consciousness. Where going to a lodge meeting was regarded in the same manner as going out for a meal, going to watch the rugby or going to the cinema.

Imagine an organisation where writing the same details on different forms every step of your masonic journey was a thing of the past; where clearance Certificates could be obtained at the click of a button; where you could update your personal details in a few seconds and where candidates received information on the ceremonies they had just been through the following morning. Imagine lodges being visible in the community – volunteering to help with what matters to them – and being regarded as an outward expression of Brotherly Love, Relief and Truth; where lodge secretaries didn’t spend hours on installation returns, and where Grand Lodge certificates were dispatched with the merest twitch of Bro Secretary’s index finger. These are some of the things the Executive and staff, the various committees, working groups and volunteers are looking at realising over the coming 18 months as we seek to improve how we administer your organisation.

These changes are not, of course, about altering our character or our essence. They are not about changing our rituals or outlook, or imposing faddish political correctness or unnecessary change for change’s sake. The United Grand Lodge of England will always be here to act as a custodian of the values and traditions of Freemasonry that inspire men to lead better lives for the benefit of society. We are here to curate those areas that are precious to us while promoting a straightforward organisation that is supportive, self-confident, welcoming, member focused, friendly and fun, because that is an organisation so many people would want to join, and would never dream of leaving.

Dr David Staples
Grand Secretary

‘Imagine an organisation where going to a lodge meeting was regarded by the public in the same manner as going out for a meal, going to watch the rugby or going to the cinema’

It's the start

With an emphasis on professionalism and transparency, President of the Board of General Purposes Geoffrey Dearing wants to take Freemasonry to a new level of alignment

How would you describe your masonic progression?

It was a very slow burn. I helped to manage a law practice in East Kent and became a Freemason in 1974 when two of my partners, whom I respected, proposed and seconded me. I only used to go to four meetings a year as I couldn’t do more than that; I was very busy working around the courts. But I found that those four evenings were very relaxing, because you’re with different people who have a similar view of life. 

I joined the Royal Arch in 1981. That was purely accidental: somebody’s son was a member of our lodge, and I got talking to his father, who turned out to be the Grand Superintendent for the Province of East Kent. But, again, I was very busy with the business, so nothing else happened until the end of the 1980s, when I was made a Steward in the Province in the Craft and the following year Senior Warden. 

Along the way I spent a year as president of the Kent Law Society and became a Past Assistant Grand Registrar in 1994, which is a common office for a lawyer to take in Grand Lodge. But I wasn’t involved at all in the Province, as I had been made managing partner of one of Kent’s largest law firms. I just had no time for anything other than getting on with the business.

When did your focus change?

In 2004, I stepped down as managing partner. My firm very kindly kept me on as a consultant, and I found the change quite reinvigorating. When you’re responsible for two or three hundred people, you’re not able to do your own thing, because you are looking for consensus. I was able to go off and do things that interested me. I did a lot of lecturing on various legal-related bits and pieces and worked with some small companies.

By 2011, I had ceased to be a consultant and coincidentally received a telephone call asking if I would become Provincial Grand Master and Grand Superintendent for East Kent. I’ve never had any grand career plan; if I have been asked to do a job and think I can do it, I’ve done it, simple as that. So that’s really why I’m sitting here now – it was never my ambition.

How did you approach the PGM role?

I went in there entirely cold. I hadn’t been on the executive and knew nothing about how the office ran. But I had run a business. So, I went in there and started asking questions – it was not commercial, and there was a lot that I could bring to it that would make it work better. 

I believe strongly that communication is fundamental. Most of the really big errors and some of the biggest claims as a lawyer that I’ve been involved in were avoidable. Things get to where they get to because of poor communication or, indeed, a total lack of it. So, when I started in East Kent in 2011, I supported a communications team. 

We don’t tend to know enough about what Freemasons do for a living, but I found that we had web designers, we had people who really understood software and we had people connected with the media and the written word. It meant that when we had the Holy Royal Arch 200-year celebrations in 2013, we were able to interest the media, and ITV came down.

‘When you have to make big calls, you need as much information as possible in order to get it right’

How have you found becoming President?

You’re in touch with every single aspect of how the United Grand Lodge of England (UGLE) runs, which is fascinating. I’m trustee of the Library and Museum, I’m on the Grand Master’s Council and I’m involved with the External Relations Committee. All aspects of what’s happening in Grand Lodge are ultimately the responsibility of the Board. It gives you an insight into the entire picture, and very few have that privilege.

When you have to make big calls, you need as much information as possible in order to get it right. I think in order to get everything joined up, to get alignment, the communication with the Provinces is very important. What goes on outside UGLE is every bit as important as what goes on inside it, so coming from the background I’ve had, I know about what goes on around the country in the Provinces. I’ve dealt with the same problems that other Provinces have experienced; I’ve got some understanding and some sympathy. 

What do you mean by alignment?

The biggest thing in terms of what I hope can be achieved is improving alignment. If you ask what Freemasonry is about, it might be expressed entirely differently if it’s in Cornwall, Durham, Carlisle or London, but it should be broadly the same message. This hasn’t necessarily been the case, because everyone’s in their own areas, not always talking to others.

After the Second World War, there was a period when you just didn’t talk about Freemasonry, and people thought that was the norm. That did us no favours at all. You’re always going to have a lot of conspiracy theorists, and if you’re not providing correct information, that’s their oxygen. If they put false accusations in enough newspapers and say it often enough, people will believe it. We have to communicate.

What role does communication play in alignment?

What you do with communications and how you address those people who are talking nonsense is important. If someone publishes a newspaper article that says Freemasons have a lodge in Westminster with many MPs in it, that’s untrue. So challenge it. You do it quietly, but you do it fairly. And you make sure there’s an audit trail. I know the truth is far less exciting, but why don’t we have transparency? Why don’t we have complete openness? Why aren’t we relaxed? Why don’t we encourage the Library and Museum to talk openly about Freemasonry to people who visit us? I think that’s exactly how it should be and how it should develop.

How are you different to your predecessors?

I’m hugely respectful of tradition and history, but the success of Freemasonry will come from it being able to evolve. That’s how it has managed to survive for 300 years. My responsibility as President of the Board of General Purposes is to try to ensure that we stay relevant. It is our job to look at the big picture and the messages we put forward. We’ve got to get our thinking straight at the centre and then consider how to get the messages out there, making sure that all our organs of communication are going down the same lines.

The more we communicate, the better. David Staples is going to be a very good CEO for the organisation, and I think his approach to management has not been seen before at UGLE. But that is how it needs to be in the modern world. If we get the set-up, professionalism and the operation here as good as it can be, it’s the start. 

Why should someone become a Freemason?

One of the attractions of Freemasonry is that it actually takes away a lot of insecurity, because it creates stability and has very good support mechanisms. If you think about the world today, a bit of consistency doesn’t go amiss. 

If we can get alignment, I think Freemasonry will become more normal, more accepted and more understood. And that’s a good thing. It’s not for everybody; a lot of people don’t like the ceremonial that goes with it, but others do. 

I don’t think it’s any accident that those who have been involved in the armed services or organisations that have a certain disciplinary culture find Freemasonry very attractive. I absolutely get that, but we all have different reasons. For me it’s actually about the people. I have met some terrific people along the way, and it’s been my privilege to know them and to spend time with them. 

‘I’m hugely respectful of tradition and history, but the success of Freemasonry will come from it being able to evolve’

Where do you want masonry to be in five years?

It’s a big question. I don’t have a burning ambition for massive change, but I do have a goal to improve and evolve. The basics would be that we have good alignment within UGLE, including the Library and Museum and the Masonic Charitable Foundation. They’re separate and independent operations, but they’re both masonic and are golden opportunities for communication with the wider world. 

I mentioned relevance before, because if Freemasonry is going to regenerate and be here in another 50 or 100 years, staying relevant will be part and parcel of that journey. Then there’s the way in which we communicate what we’re about – we have to do this in a much better way in order to strengthen our membership. It’s a big ambition, and I’m not sure that it can be achieved in five years, but we can certainly start the process. 

We have a fantastic opportunity here. Today is not going to repeat itself tomorrow, or any other time, so we need to make the most of it. I always have the ambition that, every day, something constructive gets done.

As the London Symphony Orchestra helps to boost the provision of musical opportunities for young people with special needs across east London, we look at the MCF’s role and why former Lord Mayor Sir Andrew Parmley is lending his support

At LSO St Luke’s, an 18th-century Grade I listed church in London designed by Nicholas Hawksmoor, it’s Make Music Day. The restored building is home to the expansive community and music education programme run by the London Symphony Orchestra (LSO). Young people with learning difficulties or disabilities have come with their families to the centre in east London to explore different types of music-making. They play the drums, the violin and other instruments alongside musicians from the LSO, clearly enjoying the accessibility of the day and being able to share an activity specifically designed for them to take part in as a family – free of anxiety. 

Make Music Day is part of the LSO’s On Track Special Schools project, which encourages creative music-making, devising models for working and nurturing the talent of the teachers and young people. 

‘It’s great to have something that all of them as a family can come to – it’s not just about the young person who happens to have a learning disability,’ says David Nunn, project manager for LSO On Track. ‘For the family to have activities that they really feel are for them, that they can feel comfortable in, has been really significant.’

Through the Masonic Charitable Foundation (MCF), London Freemasons have awarded £100,000 to LSO On Track to help produce inclusive ensembles, which will enable young people with special educational needs or disabilities (SEND) to develop their musical skills alongside young people without SEND, using a combination of assistive music technology and traditional and electronic instruments. Ensembles will come together in autumn 2019 for a major performance.

‘This particular project will involve LSO musicians and specialist workshop leaders visiting schools within the boroughs, delivering exploratory music-making workshops to the pupils,’ says MCF chief executive David Innes. ‘Pupils who show an interest or an aptitude will be able to have further sessions to develop new skills and explore new instruments, sounds and composition techniques. There will be the chance for them to develop and grow, culminating in a performance for friends and family.’

APPEAL FROM THE LORD MAYOR

The proposal to contribute to the LSO On Track Special Schools project was submitted to the MCF’s grant-making programme via the Lord Mayor’s Appeal charity on behalf of the outgoing Lord Mayor of London Sir Andrew Parmley, who was recognised with a knighthood in this year’s New Year Honours for his lifelong services to music, education and civic engagement.  

‘The LSO is the best orchestra in the world, and its outreach programme sees musicians working with young people, particularly those with learning difficulties. These young people, who wouldn’t ordinarily encounter professional musicians and real instruments, are able to have a go – composing and playing together and experiencing the joy that making music together can bring to a person,’ says Parmley, whose background is in music education. 

‘The MCF has seen the benefit of this work and dug deep to find £100,000. We’re so grateful to them. As I owe most of my life to music, it’s very important to me that a large part of last year’s Lord Mayor’s Appeal was about making music and giving young people that advantage.’ 

The idea for LSO On Track came about in 2005, when London won the bid to stage the 2012 Olympics. ‘The LSO started thinking about the position of culture and what it could do in that area of east London, which was considered to be on our doorstep,’ explains the LSO’s Nunn. 

‘From the beginning, there was an ambition to ensure that there was provision for young people with disabilities, particularly learning disabilities,’ Nunn says. ‘There are various barriers that young people with learning disabilities might have to learning an instrument in a traditional way or being able to do things in a group setting. So, there was a desire to find ways to make sure they were included and to engage with them.’

The top-level musicians who work with LSO On Track have experienced first-hand the effects of Make Music Days. Violinist Naoko Keatley has been playing with the LSO for four years, taking an active role in its outreach work, playing to and with adults and children with learning difficulties and disabilities. She’s found that music provides an alternative means of communication for some individuals. 

‘You really feel the impact it has. Sometimes someone may not be able to speak, but they find a way of showing their appreciation through the music or start singing or dancing. And sometimes someone will pick up a random instrument and show a real talent for it. It also lets participants interact with each other, meet new kids and develop the social side of things.’

The project is not exclusively focused on classical instruments and makes use of digital technology. ‘It means that kids who don’t have the capacity to hold instruments are able to participate,’ says Keatley. ‘It really brings out this talent that would otherwise be hidden.’ 

Nunn adds: ‘The musicians benefit massively. We’ve got a huge pool of players who do this kind of work. Expanding the programme has allowed us to do more training for them, which has been great. They do something very specialist and they spend a lot of time on the concert platform. For them to have that individual connection with someone is hugely rewarding.’

The project’s aim to create new opportunities for young people with SEND dovetails with the MCF’s wider commitment to combatting social exclusion and isolation.‘

The masonic community is passionate about giving individuals who are facing a challenge in life a helping hand to get over that challenge and make the most of their lives,’ says Innes. ‘At the end of the two years I hope that more than 1,000 children will have been supported by this project and been able to participate in one way or another. That was an important point for us – to reach as many people as we can.’

‘The musicians benefit massively. For them to have that individual connection with someone is hugely rewarding’

Why musical inclusion is important

A growing body of research suggests that taking part in musical activities can provide a range of emotional, social and educational benefits to people with special educational needs or disabilities (SEND). Listening to and making music stimulates different areas of the brain, supporting verbal and non-verbal communication, as well as encouraging creativity, self-expression and social interaction. 

However, a lack of funding, combined with a lack of local expertise, means that access to musical opportunities can be limited. There are few SEND music resources available outside of the school system, posing barriers for those wishing to take their participation in musical activities further. And young people with SEND attending mainstream schools are at risk of complete musical exclusion due to lack of knowledge and experience among staff. 

‘It’s really important that organisations like the LSO make the resources they have available to people who may not otherwise be able to access them,’ says David Nunn from the LSO. ‘It can open doors for them and give them the opportunity to see what they are capable of. We work with a lot of schools and we want to offer students somewhere to go out of school time where they can pursue their own musical interests, working with the orchestra’s professional musicians.’

With the MCF receiving 10,000 enquiries  in the last year from Freemasons and their families, Chief Executive David Innes wants to reach out to still more people as the new  masonic season begins

In July, the Masonic Charitable Foundation (MCF) held another very successful meeting for its members at the Royal Masonic School for Girls in Rickmansworth, Hertfordshire. The meeting coincided with a family fun day being held by the Province of Hertfordshire. I’m pleased to report that our MCF members are playing a greater role in helping us assess and monitor the grants we make on your behalf to local charities in your Provinces. 

We are keen to maintain an accurate picture of how our funding is helping vulnerable people in the wider community, and our members are integral in helping us to continue to make and measure the impact of your donations. 

GIVING MORE

This year is proving to be a year of progress. In the first six months of 2018, around 2,700 grants were awarded to Freemasons and their family members facing a financial, health, family or care need, totalling over £5 million. When these figures are compared with 2017’s, we can see that this is a 4 per cent increase in the number of grants awarded and a 23 per cent increase in the value of those grants. In other words, the masonic community is giving more money to more people facing a difficult time in their lives. 

It seems that the message is steadily reaching more Freemasons; their married, life or widowed partners; and their children and grandchildren. Every year that passes, we see an average 3 per cent increase in enquiries for our support. In the last year alone, around 10,000 enquiries have been received – that’s 10,000 Freemasons and their families who are struggling to cope and got in touch to see if the MCF could help. 

MORE QUICKLY

As well as reaching more people, we are constantly striving to show evidence of the impact Freemasons make on people’s lives rather than simply reporting the number of grants awarded and the amount spent. As part of this, a survey was undertaken of all Freemasons and their family members who recently received MCF support. It sought to learn more about the difference the grants and support services have made to their lives and to gather suggestions for improving the experience of accessing support. 

I am very pleased to say that a key finding of our research is that, over the last 15 months, the number of days between processing an enquiry and paying for a grant has decreased significantly, which means the masonic community is getting even better at delivering support to people when they need it.

As the new masonic season begins, you can help us to make a greater impact on even more people by making sure that your brethren and your family members are aware of our services and how we may be able to help. If you or someone in your lodge is facing a financial, health, family or care-related need, please do not hesitate to get in touch with us by either calling our freephone helpline on 0800 035 60 90 or by emailing This email address is being protected from spambots. You need JavaScript enabled to view it.. We are your charity, and we are here when you need us, for as long as you need us.

‘We are your charity, and we are here when you need us,  for as long as you need us’

United Grand Lodge of England is looking for new people to join the Communications Committee
 
Chaired by James Long, Deputy President of the Board of General Purposes, the committee is responsible for providing leadership for UGLE’s Communications strategy. Members of the committee are typically experienced media, communications and marketing professionals. 
 
The committee meets monthly at Freemasons' Hall.
 
If you are interested in applying, please email your CV and covering letter to Dr David Staples, Chief Executive, at This email address is being protected from spambots. You need JavaScript enabled to view it.

To promote the United Grand Lodge of England’s openness policy and the ‘Enough is Enough’ nationwide campaign, a unique lapel pin has been produced

The UGLE-branded lapel pin displays the message ‘Enough is Enough – ask someone who knows’.

Previously discussing the campaign, Dr David Staples, Chief Executive of UGLE, said: ‘We need to open up and talk about what we do; we needn’t be afraid of being both proud of who we are and our membership.’

The lapel pin is available to purchase from eBay for £5 here – and £2 from the sale of each pin is now being donated to the 2018 Poppy Appeal.

Thank you to everyone who has already purchased a pin – over £1,000 has been donated to the Masonic Charitable Foundation!

E Comp Jim Boughton was installed as the 13th Grand Superintendent in the Royal Arch Province of Northamptonshire and Huntingdonshire on 28th February 2018

The meeting was attended by companions from chapters across the province, as well as a number of Grand Superintendents from other provinces.

This installation was honoured by the presence of the Second Grand Principal, E Comp Russell Race, who conducted the installation ceremony, assisted by E Comp Peter Kinder, Grand Superintendent of Leicestershire and Rutland, and E Comp Colin Brown, Grand Superintendent of Worcestershire. Once he had been installed, the Grand Superintendent appointed E Comp Neil Handley as Second Provincial Grand Principal, and reappointed E Comp Mike Coleman as Deputy Grand Superintendent and E Comp Mark Constant as Third Provincial Grand Principal.

Deputy Grand Scribe Ezra, E Comp Graham Redman, read the Grand Superintendent’s Patent in his own inimitable way and the Grand Director of Ceremonies Oliver Lodge ensured that the ceremony ran without a hitch.

Once the installation was complete, the newly installed Grand Superintendent addressed the convocation, thanking all those who had come to this special meeting. He spoke of how honoured he is to be leading the province and reaffirmed how he is looking to build upon the tremendous work of his predecessor.

A very enjoyable Festive Board followed the meeting and the Grand Superintendent presented the Second Grand Principal with a bottle of Kingswell Gin, Marmalade and Chutney, with the whole of the Installation team receiving a commemorative glass and bottle of IPA from the resurrected 'Phipps' Brewery as a memento of his Installation Convocation.

Despite the inclement weather, it was a fine day and the beginning of a new chapter for the Royal Arch Province of Northamptonshire and Huntingdonshire.