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SS Robin: The Mother of Invention

SS Robin is a national treasure, built in 1890 at Thames Ironworks shipyard on the River Lea.

Silverton Quays

St James's Church Piccadilly London

AMP is working with the rector Lucy Winkett and her team at St James Picadilly to help re order the cafe and suite of church buildings

Silverton Quays

Silvertown Quays

Silvertown is where London can be on fast forward.

Silverton Quays Business Support to Health Centres-BIG Lottery

Business Support to Health Centres-BIG Lottery

Making social enterprises sustainable

One Church 100 Uses

One Church 100 Uses

Creating dynamic roles for underused church buildings.

St Paul's Way

St Paul’s Way

Making an integrated approach work on a single street.

Water City

Water City

A grand vision for East London.

Corporate Social Opportunity

Andrew likens successful business to “a sticky ball”.

Corporate Social Opportunity

Public speaking, coaching, conferences

Andrew is a charismatic and inspiring speaker.

Public speaking, coaching, conferences

Poplar HARCA

A £300m community run housing association

Poplar HARCA

Leaside Regeneration

Regenerating the Lower Lea Valley

Leaside Regeneration

CAN

Offering business support to the third sector

CAN

LLDC

Managing the Olympic Park for the next 25 years

LLDC

Stanton Guildhouse

Grade II listed conference centre

Stanton Guildhouse

Brian Cox Science Summer School

St Paul’s Way Trust School

Brian Cox Science Summer School

The Great Banquet

Celebrating London's rich diversity

The Great Banquet

East Ham Town Centre

We are working to help redevelop the East Ham Market Hall.

East Ham Town Centre

Business Support to Health Centres-BIG Lottery

Challenge The Big Lottery Fund had supported more than 300 Healthy Living Centres (HLCs) around the country.  However, most of these centres were not financially sustainable. .  BIG provided consultancy run support programmes, but these proved overly paper-based.  Our team provided hands-on support to seven social enterprises so that they could increase their turnover substantially. We wanted the results of this intervention to be visible in the course of 12 months, contrasting dramatically with the previous approach.

Solutions We carefully selected the organisations that had the energy and resources to work in a demanding programme with us.  We identified with them the key priorities needed to achieve tangible results, i.e. if they wanted specific support to complete a bid application for an APMS contract to run a GP surgery we did exactly that in the timeframe required.  If they wanted help marketing a recipe book that they had produced, we sent them a team that could help them to do that. We wanted to show that entrepreneurship is not about talking but about doing, and preferably about making more money.

Results We worked with a strong group of organisations and in most cases we were able to meet our objectives helping them realise their potential as social entrepreneurs as well as helping them improve their financial turnover. We were also able to build partnerships between health centres in the programme. All those involved came to realise the importance of working and learning from a like-minded group.  We managed to create a sense of momentum that often led to wider partnerships with local authorities and Primary Care Trusts that, in turn, opened the doors for bigger projects in the future.