The year we moved from plan to practice
Ignis Lodge has published its Annual Report for 2024–25, marking the completion of its first full year of formation and foundation.
Approved by the Board on 29 October 2025, the report sets out how the organisation has moved from vision to operational readiness in just twelve months. Chair and Founding Member Darren Jaundrill said:
“When we founded Ignis Lodge, our aim was simple but ambitious: to build a new kind of organisation, one which listens first, designs with people, and then delivers with precision and care. This year, that vision moved from plan to practice.”
Built properly from day one
Rather than rushing into delivery, Ignis Lodge focused on building the right foundations. During 2024–25 the organisation:
- Established a full governance and assurance framework through its Purpose to Practice Framework
- Codified 54 organisational policies across nine delivery pillars
- Created three standing Board committees for Finance and Risk, People and Culture, and Quality and Sustainability
- Designed a structured five year People Plan covering eight professional clusters and 44 defined roles
This deliberate approach was intentional.
“We did not want to bolt governance on later,” said Jaundrill. “We built Ignis Lodge so that transparency, stewardship and measurable impact are hardwired into every decision.”
Designed with lived experience
Ignis Lodge engaged 187 participants across the West Midlands to co design its service journeys for veterans, young care leavers and others experiencing crisis or transition. The result is an integrated model that brings together housing, health, employment and learning into one coordinated pathway.
“People told us they were tired of repeating their story,” Jaundrill reflected. “They wanted stability, continuity and purpose. We listened, and we built around that.”
Impact modelling using recognised national social value methodologies estimates that the proposed Ignis Lodge campus could generate more than £70 million in total present value impact over its first five years. This includes projected improvements in housing stability, mental health, sustained employment, apprenticeships and local supply chain activity.
These figures represent projected social value based on modelling and will be tested as delivery moves into practice.
Financial discipline and independence
2024–25 was an establishment year. Ignis Lodge was self funded, investing in governance, policy, digital infrastructure and campus design.
The organisation ended the year with positive net assets and no external borrowing. The Board has confirmed that Ignis Lodge remains a going concern with adequate resources to progress into operational delivery.
The Midlands Campus
A defining achievement of the year was the completion of detailed design work to RIBA Stage 3 to 4 for three fully costed Midlands Campus proposals.
The campus will bring together residential support, learning and employment pathways, and commercial conference and event facilities in one integrated environment. Commercial income will be reinvested into social delivery through dedicated funds.
“The campus is not just a building,” Jaundrill said. “It is a platform for dignity, opportunity and renewal. It will be both our home and the engine of long term sustainability.”
Looking ahead
If year one was about formation, year two is about activation. In 2025–26, Ignis Lodge will begin practical implementation of its residential and outreach pathways, progress site acquisition for the Midlands Campus subject to funding approval, recruit its first operational teams under the Ignis Lodge Guarantees, and launch a live social value dashboard to track impact transparently. Jaundrill concluded:
“Ignis Lodge enters its second year ready to deliver, ready to learn, and ready to prove that a values led social enterprise can combine compassion with competence. The best is yet to come.”
The full Annual Report 2024–25 is now available to download.