Social value through transforming lives
Ignis Lodge delivers measurable social impact using the UK Social Value Bank (UKSVB) and National TOMs frameworks. In its first year, the campus generates over £8 million of social value by moving people from crisis into secure housing, improving mental and physical health, and supporting sustained employment. These outcomes reduce demand on emergency services, cut long-term health and welfare costs, and rebuild confidence, skills and belonging. Over five years, cumulative net present social value exceeds £40 million.
Our Social KPIs
Our impact is measured against the following outcomes and indicators:
- Secure housing from crisis (UKSVB – Rough sleeping to secure housing)
Veterans and care leavers moved from rough sleeping or housing instability into settled accommodation. - Mental health improvement (UKSVB – Relief from depression or anxiety)
Clinically significant improvement following therapy and structured support. - Physical health improvement (UKSVB – Frequent mild exercise)
Participants achieving ≥3 × 30-minute activity sessions per week through personal training and sport. - Employability (UKSVB – Unemployment to full-time employment)
Sustained full-time jobs for veterans, care leavers and the local workforce. - Apprenticeship provision (National TOMs NT10a – 52-week apprenticeship)
52-week or longer apprenticeships, with a 25% workforce target, for young people previously outside education or employment. - Happy, healthy and sustainable lives (UKSVB – Feel in control of life)
Ongoing check-ins to prevent relapse into homelessness or worklessness.
Scale of impact
In phase one, the campus delivers:
- £8.25m of social value in Year 1
- £36.15m across Years 2–5
- Phase two adds a further £3.38m net present social value across Years 3–5.
This is equivalent to:
- three additional GP visits per year for every resident of Leamington Spa for five years;
- free school meals for every child in Warwick District for 3.5 years; or
- funding 115 Warwickshire Police officers for five years.
Economic value through shared prosperity
Ignis Lodge functions as a regional economic engine, generating sustained employment, anchoring local supply chains, and driving visitor-led spend across Warwickshire.
The campus sustains over 70 full-time jobs onsite, generating £2.25 million in social value, and injects more than £4.9 million per year into the regional economy through procurement. This is driven by our 70/30 Guarantee, ensuring that 70% of all spending is placed with businesses within 30 miles of the estate. Ignis Lodge also attracts significant footfall. With around 40,000 day visitors and delegates annually, off-site and local spending contributes £1.76 million in Year 1, rising to almost £10 million by Year 5. Over five years, cumulative net present social value exceeds £34 million.
Economic KPIs
Economic impact is measured against the following indicators:
- Direct job creation (UKSVB – Full-time employment)
Full-time equivalent jobs created across all estate operations. - Local supply chain spend (Direct spend)
Goods and services procured within 30 miles of the site, representing 70% of total spend. - Visitor spend (patron-days) (UK Parliament Tourism Briefing 2025 – average day trip spend)
Estimated off-site and local spend by day visitors and delegates.
Scale of impact
In phase one, the campus delivers:
- £5.71m of social value in Year 1
- £14.75m across Years 2–5
- Phase two adds a further £16.32m net present social value across Years 3–5.
This is equivalent to:
- 75 new affordable homes;
- 80 teachers funded for five years, or
- 90 community capital projects, such as parks, safer footpaths or upgraded community halls.
Environmental value through greener by design
Ignis Lodge delivers environmental positive gain, restoring habitats, increasing biodiversity, supporting food production, and opening access to nature.
In Year 1, the estate establishes 25,000 m² of species-rich wildflower meadow supported by a heritage orchard of 30 fruit trees, and raised food planters integrated into the landscape. Public access will work to make nature part of everyday life. Environmental delivery is sustained beyond establishment. Habitats are actively managed across Years 2–5 to retain biodiversity value, while education and access scale year on year to maximise community benefit.
Environment KPIs
Environment impact is measured against the following indicators:
- Habitat creation and biodiversity gain
Wildflower meadow (species-rich grassland), Heritage orchard (traditional orchard), Aquatic habitat (standing open water), Victorian herbaceous borders (pollinator-rich planting). - Green infrastructure and food production
Natural landscaping. raised food planters (urban green infrastructure). - Public access to nature
Inclusive access and wellbeing and youth horticulture engagement.
Scale of impact
These interventions deliver an estimated 23 biodiversity units, sustained across Years 2–5 through active land management. Structured horticulture sessions provide 20 days of youth engagement in Year 1, expanding to 80 days across Years 2–5. The estate opens to the public 110 days each year from Year 2, embedding everyday access to nature for schools, families and visitors.