We will review our enquiry service to ensure we can best meet the needs of those approaching us for support.
We have seen a year-on-year increase in calls and emails to our enquiry service and wanted to ensure we have the systems, processes and people in place to meet this demand
Achieved. We started by listening to the needs and experiences of callers to our enquiry line. We then invested in a new telephone enquiry system which gives our staff greater visibility of callers trying to make contact and a much better experience for those waiting to be answered, wanting to leave messages or request a callback. We now know when our busy and quiet times are and can ensure we have trained people available when needed.
We will implement an updated package of support for children and young people with mental health illnesses.
This has been a long held ambition but we were unable fully to achieve the objective during the first year of the pandemic.
Almost achieved. The complexities of providing support to children and young people with mental health illnesses meant that it proved difficult to offer the consistent, quality service to which we aspire. We are continuing to investigate alternative approaches to how we can help and, in the interim, are providing funding for interventions identified by families in need as opposed to providing a service directly.
We will host a national Metropolitan and Provincial Grand Charity Steward’s conference for our regionally-based volunteers.
We believe that there is value in bringing our volunteers together to offer support and guidance, share experiences and to learn from one another.
Achieved. We hosted our first in-person two-day conference since the outbreak of COVID-19, bringing together over 100 volunteers in Bristol to support them in their vital work as fundraisers supporting what we do.
We will support our staff to adapt to a new hybrid working strategy that allows them to benefit from greater flexibility in how and where they work while continuing to meet the needs of those we are here to support.
During lockdown we learnt that our staff didn’t need to be in the office every day to continue to deliver a high quality service to those we support, our donors and the wider masonic community. We wanted to explore ways that we could embed the perceived benefits of remote working into our weekly routines.
Achieved. We entered into a year-long trial of hybrid working which allowed for up to two days of working from home for the majority of our staff where their role allowed. The impact of the trial will be evaluated in late 2022.
We will enhance our relationships with Metropolitan and Provincial charity representatives and develop more regular contact and long-term relationships with the local charities that we support.
We want to do all we can to help build strong, positive relationships between local charities and freemasons in their communities.
Almost achieved. Although Provincial and Metropolitan Charity representatives could not visit charities due to COVID-19 restrictions, relationships continue to strengthen through an induction programme and more engaged communication between staff and charity representatives. Further engagement is planned for the year ahead.
We will review our application process for charities.
We want to ensure we have efficient systems in place to shorten the application process timeframe and ensure greater impact.
Achieved. We introduced a more streamlined, rolling application process which allows more charities to complete a short expression of interest and speak directly with a member of the team, shortening the amount of time and effort charities spend completing application forms. We have also shortened our application time frame with more regular grant panels and committee meetings to provide a quicker outcome for applicants.
We will work closely with the United Grand Lodge of England to deliver a shared vision for how the MCF can support those in need and promote the many positive aspects of Freemasonry.
The MCF is solely funded by the masonic community and they remain our primary beneficiary group. We believe we have a role to play in helping society to better understand Freemasonry and what it gives back to the community.
Achieved. Through our promotional activity we always seek opportunities to reemphasise the positive aspects of Freemasonry and how these are reflected in our grant making, support and services.
We will introduce Communication Champions across the charity.
The Champions will bring our teams closer together and increase shared understanding of each other’s activities, breaking down barriers and building stronger relationships to make the charity more effective.
Achieved. We now have 12 Champions meeting regularly and benefitting from dedicated communications workshops.
We will develop a donor engagement strategy that will recognise how highly we value our donors.
It is important that we understand what motivates and engages our supporters to help us to build long-term trust and mutual respect.
Achieved. Our donor engagement strategy is now in place and helping us to building stronger relationships on an individual and collective basis.
We will create a fundraising toolkit for our fundraisers.
We want to equip our fundraisers with the skills, guidance and best practice to help them maximise returns from their fundraising activities.
Achieved. The Charity Stewards’ Guide, produced in partnership with the United Grand Lodge of England, has become an invaluable toolkit for our fundraisers to learn from and use.
Our income comes from the generosity and efforts of Freemasons, their families and friends, past and present, and we work hard to make sure that we spend these donations as efficiently and effectively as possible.
