2025-08-31-accounts

Lighthouse Pedagogy Trust Lighthouse Pedagogy TNst ao Registered Charity Number 1190570 Annual Report & Financial Accounts Year ended 31 August 2025

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

Contents

TRUSTEES’ ANNUAL REPORT................................................................................................... 3
REFERENCE & ADMINISTRATIVE DETAILS ........................................................................................................ 3
OBJECTIVES & ACTIVITIES OF THE CHARITY ................................................................................................... 4
ACHIEVEMENTS & PERFORMANCE OF THE CHARITY ................................................................................. 4
STRUCTURE, GOVERNANCE & MANAGEMENT ............................................................................................. 5
FINANCIAL REVIEW ................................................................................................................................................... 6
STATEMENT OF TRUSTEES’ RESPONSIBILITIES....................................................................... 7
SUMMARY OF RECEIPTS & PAYMENTS .................................................................................. 8
STATEMENT OF ASSETS & LIABILITIES ................................................................................... 9
APPENDIX ................................................................................................................................. 9
I. PHOTOS OF THE GARDEN RENOVATION (BEFORE & AFTER) ..................................................... 10
II. LIGHTHOUSE PEDAGOGY TRUST PROJECT……………………………………………………… 11
OVERVIEW.................................................................................................................................................................. 11
ACTIVITIES .................................................................................................................................................................. 12
IMPACT ....................................................................................................................................................................... 13
STRATEGIC PLAN ..................................................................................................................................................... 15

2

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

TRUSTEES’ ANNUAL REPORT

The Trustees present their report and the financial statements for the year ending 31 August 2025.

The Board of Trustees is satisfied with the performance of the charity during the year and the position at 31 August 2025 and consider that the charity is in a strong position to continue its activities during the coming year, and that the charity's assets are adequate to fulfil its obligations.

REFERENCE & ADMINISTRATIVE DETAILS

Registered charity name Lighthouse Pedagogy Trust (CIO) Registered charity number 1190570 Date of registration 27 July 2020 Registered office Lighthouse Pedagogy Trust (CIO) 27 Pear Tree Street London EC1V 3AG

Trustees Jacob Curtis (Chair) (re-appointed 27 July 2024) Naomi Hulston (appointed 22 August 2022) Eva Sprecher (appointed 27 July 2020) Edward Davison (appointed 27 July 2020)

3

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

OBJECTIVES & ACTIVITIES OF THE CHARITY

Objectives

To relieve the needs of children who are in or leaving the care system by providing support to charities, or other organisations working to relieve the needs of such children.

Public benefit

We confirm that the Trustees have had regard to the guidance issued by the Charity Commission on public benefit in deciding on the activities of the CIO.

Charitable activities

The Lighthouse Pedagogy Trust CIO (known henceforth as ‘LPT CIO’ ) supports, in accordance with a collaboration agreement between it and Catch22 Charity Limited (known henceforth as ‘ Catch22 ’), the progress and operations of a children’s residential care home service.

The main area of support provided by LPT CIO is to Lighthouse Pedagogy Trust project (known henceforth as ‘ LPT project’ ). LPT project is housed within Catch22’s corporate structure and by agreement uses the Lighthouse Pedagogy Trust name. LPT project is a residential children’s homes provider, currently running its first children’s home in Sutton, and in the process of opening its second children’s home in Banstead, both in South West London.

For specific details of LPT project, please refer to page 11 of this report.

ACHIEVEMENTS & PERFORMANCE OF THE CHARITY

The main achievements for LPT CIO for this reporting year include the continued support to Catch22 to deliver the residential care service, namely LPT project’s first children's home in Sutton. The children’s home opened in February 2022 with the support of funds raised by LPT CIO. This marked a significant milestone in the mission of LPT CIO to be able to change the lives of children in care.

LPT CIO has continued to support LPT project with wider sector change work, including the launch of a degree-level qualification for practitioners working in children’s homes. The course has been designed to enhance training and development opportunities for the workforce in the sector and ensure teams working in children’s homes are working to the highest standards possible to improve outcomes for children in care.

In addition, LPT CIO is supporting LPT project to open a further two children’s homes over the next two years, which will be in London and the South East.

4

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

For further details on the activities and impact of LPT project, please refer to page 1 1 of this report.

LPT CIO is also able to support the work of the LPT project by providing a platform through which it can fundraise to support the project’s activities.

STRUCTURE, GOVERNANCE & MANAGEMENT

LPT CIO is a Charitable Incorporated Organisation, incorporated on 27 July 2020, and governed by its own foundation constitution. The Trustees have overall control and responsibility for policy and major decision making.

The Trustees have had regard to the guidance issued by the Charity Commission on public benefit, in deciding on the activities of the CIO.

LPT CIO has largely supported the activities of LPT project. The LPT project sits within Catch22’s organisational framework via a collaboration agreement between Catch22 and LPT CIO. This agreement was set up for the following reasons:

1. Catch22 is able to provide operational and financial support to help LPT project establish and deliver a residential children’s home service;

2. Catch22 provides corporate service support which allows LPT project to operate in a costeffective way and focus on delivering quality;

3. Catch22 enables LPT project to amplify its key messages through the broad support base, networks and stakeholders that Catch22 has across the UK.

Catch22 is highly supportive of LPT CIO, and actively collaborates with the LPT project team to achieve its vision. LPT project will sit inside the Catch22 organisational framework for as long as it enables LPT project to better care for the children under its care. There is an agreed 5-year collaboration period in place until 2029, during which time LPT CIO will continue to support LPT project to build on the foundations for success.

Working towards the objective of LPT CIO means the relationship with Catch22 will evolve from collaboration towards partnership. For the foreseeable future, LPT CIO continues to work with Catch22 to drive sector change and reform.

5

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

Appointment of Trustees

Other than the Trustees and those persons connected with them, there are no individuals who are related parties.

Apart from the first charity Trustees, every Trustee appointment must be by resolution passed at a properly convened meeting of the charity Trustees. In selecting individuals for appointment as appointed charity Trustees, the charity Trustees must have regard to the skills, knowledge and experience needed for the effective administration of Lighthouse Pedagogy Trust (CIO).

No third party has a right to appoint a Trustee.

FINANCIAL REVIEW

In the financial year 2024/2025, LPT CIO earnt £7,246 in income from donations. The activities and primary financial transactions of the LPT project were carried out within the structures of Catch22, as per the Collaboration Agreement. LPT CIO used a grant of £18,000 to renovate the garden of LPT project’s first children’s home.

At the end of the year, LPT CIO has unrestricted funds of £4,875.

Reserves policy

We feel it is prudent to hold a certain amount of reserves to ensure that the CIO can deal with unexpected events that may arise. A reserves policy is set to ensure we are able to continue to deliver on our mission.

The CIO holds the funds to cover the expected expenditure of the charity for the next six months. Our reserves policy also ensures that the organisation does not hold an excessive level of funds that could otherwise be spent on furthering the objective of the charity.

6

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The Charities Act and the Companies Act require the Board of Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity as at the end of the financial year and of the surplus or deficit of the charity. In preparing those financial statements the Board is required to:

• Select suitable accounting policies and then apply them consistently;

• Make judgements and estimates that are reasonable and prudent; and

• State whether applicable accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements; and

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Trustees are also responsible for maintaining adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which are sufficient to show and explain the charity's transactions and enable them to ensure that the financial statements comply with the Companies Act 2006 and comply with regulations made under the Charities Act. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are also responsible for the contents of the Trustees report, and the responsibility of the independent examiner in relation to the Trustees report is limited to examining the report and ensuring that, on the face of the report, there are no inconsistencies with the figures disclosed in the financial statements.

This report was approved by the Board of Trustees on 23/03/2026.

Jacob Curtis

Chair of Trustees

7

Lighthouse Pedagogy Trust ao Annual Report & Financial Accounts Year ended 31 August 2025 SUMMARY OF RECEIPTS & PAYMENTS CHARITY COMM15510N FOR ENGLAND ANO WALES 11W570 Receipts and payments accounts CC16a Forth• POr￿d 24 TO 314￿25 Sèction A Receipts and paymants Unr•slrictsd lund Restricted funds Endowm•nt ltsnds Tot41 lundi La￿ y•tsr At R•¢•lpts Sub lOt411 ARI T.P46 rJ46 A2 A•••t •nd In¥ulDwnt Sub tot#1 7.246 ra46 A3 Pl￿nt¥ Inuiarrf 515 1J Sub tot41 A4 AM•t athd Ithv••bM puic￿l•l, IM• tsbl•l Sub lotal 8.538 9.977 Ilei of rveelpttylpaymentsi . A5 Transfers btheen fundg A6 CAsh fund IAt yY4r end Cash Ats7ds thls year ond 1.292 11.269 4.B7 4.B7S

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

STATEMENT OF ASSETS & LIABILITIES

----- Start of picture text -----
Jacob Curtis 23/03/2026
----- End of picture text -----

9

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

APPENDIX

I. PHOTOS OF THE GARGEN RENOVATION (BEFORE & AFTER)

10

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

II. LIGHTHOUSE PEDAGOGY TRUST PROJECT

OVERVIEW

Vision

LPT CIO has supported the vision of LPT project over the course of this reporting year.

The vision for LPT project is for children in care to have the same opportunities as everyone else – at home, school and in their communities.

LPT project sits wholly in Catch22’s organisational framework via a collaboration agreement between Catch22 and LPT CIO.

Context

In England, just under 82,000 children are in care. While most live with foster families, thousands have needs that cannot be met in a typical family setting. Around 12% of children in care live in residential children's homes, where they are looked after by professionals.

The care system too often fails the children who depend on it. One third of children will be homeless within two years of leaving care, and a quarter of teenagers in care have attempted to end their lives.

Founder and Director, Emmanuel Akpan-Inwang, set up LPT project in 2018 with a group of former teachers. They felt that more could be done to change the poor outcomes experienced by children in care by setting up excellent children’s homes, alongside working with the rest of the sector to improve the standards of care nationally.

LPT project conducted research and identified some key challenges for children in residential care: (i) there are issues with the quality and cost of children’s homes where practice is varied and not always consistent and evidence-informed, which can negatively affect children’s experiences, (ii) residential care work is challenging, poorly paid and carries little prestige with a lack of quality training and high staff turnover, and (iii) there are not enough children’s homes in the right places.

Approach

In response to the challenges across the sector, LPT project developed a unique approach built on four pillars: people, purpose, place and practice.

People

11

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

Building a new generation of talent to work with the country’s most vulnerable children. LPT project empowers staff in children’s homes through training, qualifications, and positive working practices, while also working to build a united community of skilled practitioners and leaders across the sector. The team have access to regular clinical supervision, are offered paid study leave each week and have permanent contracts alongside a level 5 or 6 qualification, whereas most staff in the sector have a level 3 (A-Level equivalent) qualification at most.

Place

Providing high-quality homes in places of need. LPT project creates thoughtfully designed spaces that look and feel like a family home, where children can feel a sense of ownership and be proud of where they live. LPT project deliberately opens homes in places that have a shortage of children’s homes so they can remain close to their families and wider networks as well as attend the same school, focusing in particular on London and the Southeast.

Purpose

Encouraging children to explore their potential. LPT project is driven solely by outcomes for children and works to provide the best opportunities for them to thrive, learn and have fun. LPT project provides the children opportunities that are not commonplace for children in care, from activity-filled holidays to chosen hobbies and extra-curricular activities. LPT project always strives to give children a typical childhood so they can explore their interests and potential.

Practice

Ensuring children receive a tailored, holistic and relationship-centred model of support. LPT project’s approach to care is underpinned by social pedagogy, a strengths-based model that supports the whole person and prioritises relationships, empowerment, learning, and wellbeing. Social pedagogy is the main practice model used in most Western European countries and has a 40-year history of demonstrating better outcomes for children.

ACTIVITIES

LPT project works to achieve its vision both directly, by supporting children who live in residential homes, and indirectly, by improving the workforce and influencing policy and practice across the sector.

LPT project’s activities come under three strategic objectives:

12

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

1. Better outcomes for children: create safe and stable places for children to live, where their voices are heard and they can participate in opportunities that help them to learn, grow and thrive:

2. i. Create thoughtfully designed environments that feel like a family home

3. ii. Enable children to have a safe and stable place to live

4. iii. Support children to prepare for their futures

5. Better outcomes for practitioners: develop incredible professionals who can improve outcomes for children and young people in care:

6. i. Create a great place to work

7. ii. Create qualifications and professional development plans which support all staff to grow in their roles and prepare for future roles

8. Better outcomes for the sector: transform the sector to improve the experience and long-term outcomes for children in care:

9. i. Share learning with other organisations through learning opportunities and consultancy projects

10. ii. Advocate and change policy and practice in children's homes so outcomes improve

IMPACT

Some of the highlights of LPT project’s progress and achievements to date against the strategic objectives are captured below:

Better outcomes for children

• Children living at Treehouse experience high levels of stability. For some children, their placement has lasted several years, reflecting the aim of providing long-term stability. The child who lived at Treehouse the longest was there for over three years, since the home first opened in early 2022.

• Children re-engage in their education. There is a dedicated Education Lead based in the Home who works closely with education providers. Last year, four children who had previously disengaged from education sat their exams, and four children secured placements on college courses.

13

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

• Children return home to live with their families or move on to semi-independent

living . This year, two children returned home to live with their family, and three children were supported to move on to semi-independent living where they continue to thrive. The team stay connected with young people after they move on, and these ongoing relationships remain meaningful to them as they grow up.

Feedback from key beneficiaries and stakeholders includes:

“Looking back, Treehouse really supported me with my education. They encouraged me to wake up on time, helped me get on a college course, and made sure I understood all the options available to me.”

Child who used to live at Treehouse

“You provide a really high level of nurture and emotional safety for children and take a trauma-informed approach. The team members I have worked with tend to embody these principles in their practice, which makes for a really consistent approach to each child.”

Social worker, August 2025

Better outcomes for practitioners

• Created a strong and stable workforce with a 94% staff retention rate. Staff are able to develop stable relationships with the children and also have the opportunity to upskill and undertake further training (three practitioners have enrolled onto the Graduate Diploma in Residential Childcare).

• Developed the UK’s first degree-level qualification for residential practitioners with Kingston University London. Twenty-eight people have signed up to the course from across the country and the first cohort will begin in January 2026. The Graduate Diploma in Residential Childcare will strengthen practice in children’s homes and improve workforce retention. It also includes an optional manager pathway, which covers the required qualification to become a Registered Manager (RM), helping to address the national shortage of RMs.

Feedback from key beneficiaries includes:

“Lighthouse Pedagogy Trust and Kingston University have shown such great leadership and partnership working in this space. Whilst there are many talented residential care practitioners amongst the 46,000 in England, we somehow have to systematise that individual brilliance, and the launch of this social pedagogy course could be the great beginning of that.”

Isabelle Trowler CBE, Chief Social Worker

14

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

Better outcomes for the sector

• Won the Innovation in Care Award at the National Children’s Homes Awards 2025 in July for the design of Treehouse, and were highly commended for the Contribution to Research and Evidence Award.

• Contributed to a number of blogs, books and reports , including the 2022 Independent Review of Children’s Social Care, and the Local Government Association’s Children’s Homes Research.

• Worked with a wide range of organisations to share learning and insight as well as influence policy. LPT project’s Director sits on two Department for Education working groups advising the Chief Social Worker.

• Provided consultancy support to organisations such as Juno and Social AdVentures to help set up children’s homes and influence practice.

Feedback from key beneficiaries and stakeholders includes:

“Setting up new residential homes for children in care which provide love, joy and brilliant care is no easy job! Lighthouse provided Capacity with valuable insight and support which helped set up Juno’s first residential home!”

Chris Catterall, Chief Executive, Capacity (Parent company of Juno)

“Working with Lighthouse Pedagogy Trust and Emmanuel’s team has been a real joy. They are a beacon in the sector. Their beautiful home design gave us so many ideas when we created our place in Salford – you can feel the same warmth, love and purpose in the walls. We’ve loved teaming up with them and Kingston University on the new Level 6 qualification, raising the bar for residential care.”

Scott Darraugh MBE, CEO, Social AdVentures

For more information on LPT project’s impact, please see the 2025 Impact Report.

STRATEGIC PLAN

LPT CIO is supporting LPT project to open two more children’s homes over the next two years. LPT project’s growth areas aligned to the strategic objectives are as follows:

1. Better outcomes for children

15

Lighthouse Pedagogy Trust CIO

Annual Report & Financial Accounts

Year ended 31 August 2025

LPT project will continue to create amazing homes for children in care, so that they can have a safe and stable place to live. This includes continuing to develop new ways to provide children in care with opportunities to learn, grow and thrive.

Growth areas:

• Open two more homes in the next two to three years;

• Expand the Staying Close offer (the ongoing relationship with children after they have moved on from the Homes;

• Develop supported accommodation for children aged 16+ with an aim to open provision in the next few years.

2. Better outcomes for the workforce

LPT project will continue to transform the way practitioners provide care, including enhanced training and development opportunities for the workforce across the sector.

Growth areas:

• Recruit more practitioners to work in the next two homes and support the existing team;

• Expand the reach of the Graduate Diploma in Residential Childcare increasing the number of exceptional practitioners across the country;

• Design and deliver a leadership programme to address the RM deficit and develop the next generation of highly skilled managers for children’s homes.

3. Better outcomes for the sector

LPT project will continue to raise awareness of the power of a strong relationship-based practice model alongside sharing evidence and influencing policy across the sector.

Growth areas:

• Continue to ensure that LPT project is a key influencer in the sector.

• Engage with policymakers on issues relating to children in care and advocate for changes that will positively impact practice and quality.

• Continue to share best practices and learning with other organisations .

16