1. THE LITTLE BOOK OF CAMDEN
SOCIAL INNOVATION
Camden challenge

2. The Little Book of Camden Innovation has
been developed by FutureGov to support those
applying to or delivering the Camden
Innovation and Development Fund.
This book explains what innovation is, how to
design an innovative project, some examples of
projects to inspire you and some resources that
might be useful when developing your idea.
The Camden Innovation and Development
Fund is run by Camden Council and its aim is to
unlock the creativity and potential within the
borough to help find better ways of tackling the
social problems that exist in Camera.
More information on the Fund can be found at:
http://www3.camden.gov.uk/vcsinnovation/
WHAT’S THIS ALL ABOUT THEN?
Camden challenge

3. SO WHAT EXACTLY DO YOU MEAN BY INNOVATION?
Social Innovation means having a new idea, or
applying an existing idea in a new way, to make a
lasting and valuable social change. True social
innovation completely changes the system and
flips people’s assumptions, behaviours and
society’s structures.
There is a growing social innovation movement in
the UK, with innovators and social entrepreneurs
coming up with new ways to solve some of
society’s most difficult problems.
Social innovation is not about technology, but as
technology becomes increasingly central to our
lives, so it becomes an important feature of social
innovation.
Social innovation can come from individuals,
groups, or organisations and can be from any
sector – charity, for-profit, and public sector. Often
the best ideas happen when all of these come
together – collaboration is one of the hallmarks of
good social innovation.
http://www.youngfoundation.org/files/images/
03_07_What_it_is__SAID_.pdf
Camden challenge

4. There are a number of ways that your projects can be designed to give them the
maximum impact and make them more innovative. It’s all about communicating your
idea with passion; looking at things differently; making better use of networks; involving
people in new and interesting ways; and looking for and using untapped assets.
WHAT MIGHT HELP ME
INNOVATE?
Camden challenge

5. COMMUNICATING YOUR VENTURE/ PROJECT
Innovative projects rely on people being engaged and
interested in getting involved in different ways. It is
important to communicate your projects succinctly, in a
way that resonates with your audience and avoids
confusion.
Try to work your idea into a few sentences. One good
way of doing this is breaking your idea down into why,
how and what?
Talking about “why”first shows a focus on human
outcomes and your passion. Then you need to describe
“how”you intend to tackle the identified issue. Then the
“what”is how your passion and work is delivered in the
real world.
So... “We are tackling social isolation in older adults
because it effects their health and happiness. We will
connect them with people in their local community.
How? By starting a cooking club.”
Thinking about the different audiences you might be
communicating your idea to will also be beneficial.
http://www.ted.com/talks/
simon_sinek_how_great_leaders_inspire_action.html
WHY?
HOW?
WHAT?
Camden challenge

6. FLIPPING THE PROPOSITION
What is the problem you are addressing?
It’s worth taking a step back from the project and
looking at what has been done before to try to
tackle this particular issue.
What are all the assumptions that are made about
this particular issue and why are they being
made? How do you know they are right? How can
you challenge some of these assumptions by
flipping or denying them?
So for example, if we were looking at getting
older people online it might be worth flipping the
traditional approach of teaching older people how
to use the internet and looking at the problem
from the perspective of what older people want to
do, then how you make the internet relevant.
http://www.fastcodesign.com/1663970/
innovation-starts-with-disruptive-hypotheses-
heres-how-to-create-one
Camden challenge

7. MAKING BETTER USE OF NETWORKS
Understanding and uncovering the networks that
exist in Camden might bring to light interesting
opportunities.
Use one another within the programme where
you can to build networks into places that you
need access.
The council has a large network of local contacts
and people in positions of authority, so they may
be able to provide useful links for you.
There are useful tools and techniques that can be
used to do this. Mapping networks that maybe
useful, particularly mapping key or “bridge”figures
who can help you access those networks or
resources you might require.
The RSA are attempting to map the social
networks that exist in Camden which might be a
good resource for you to use when developing
new projects.
Camden challenge

8. INVOLVE PEOPLE IN NEW AND INTERESTING WAYS
To really tackle deeply ingrained issues its
important to look at how service users and local
people can be more meaningfully involved in the
projects in the local area as contributors.
This can only happen where there is public
support and belief in the project. You might need
to spend time engaging with people and thinking
of new ways to engage and facilitate involvement.
Focusing on people’s strengths (what they can
bring) and a sense of shared purpose will be
beneficial in getting people involved.
This goes beyond traditional consulting and
invites people to contribute their knowledge, ideas
and creativity to the design and development of
your idea. Can the people you are working with be
involved in the delivery of the project? Can you
build enough trust to allow mutual decision
making powers?
These approaches to building innovative
community projects are worth thinking about as
your project develops.
Camden challenge

9. LOOKING FOR AND UTILISING UNTAPPED ASSETS
There are really huge opportunities to be found in
latent community assets. Unused or untapped
potential will mean that you can do much more with
your idea.
Physical assets such as spaces, places and things like
materials might provide opportunities or resources
that could be useful. Projects such as Brixton Village
and the empty shops network make use of these
latent assets as an approach to regeneration.
Human assets, such as untapped knowledge, skills and
aspirations can also be extremely powerful if you are
able to build on them. By focusing on capabilities
rather than needs you can be presented with
interesting opportunities.
This can be seen in projects such as Southwark Circle,
which focuses on people’s capabilities.
Its worth looking and understanding what ‘s in your
local area already and working collaboratively to map
these latent assets.
http://www.meanwhilespace.com/
http://theplacestation.org.uk
http://theamazings.org

10. INSPIRATION
http://civiceconomy.net/
www.nesta.org.uk/events/assets/features/
compendium_for_the_civic_economy
http://issuu.com/socialspaces/docs/
hand_made_free_-_learn_share_make
http://socialinnovator.info
http://socialinnovationeurope.eu/
http://candychang.com/
www.simpl.co
www.socialspaces.org
http://thrivingtoo.typepad.com
http://collaborativeconsumption.com
PRACTICAL TOOLS
http://www.nesta.org.uk/events/assets/
features/prototyping_framework
http://www.servicedesigntools.org/
http://onthecommons.org/elinor-
ostroms-8-principles-managing-
commmons
http://www.ideo.com/work/human-
centered-design-toolkit/
http://www.sea-communications.co.uk/
case-study/25-designing-communities
http://www.infotoolkit.org/
http://wwwnesta.org.uk/publications/
assets/features/
the_open_book_of_social_innovation
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