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Choice based letting information systems in social housing
1
Choice-based Letting Information Systems in Social Housing
Matthew Radburn BSc Joint Hon Computing & Management
2004/2005
The candidate confirms that the work submitted is their own and the appropriate credit has
been given where reference has been made to the work of others.
I understand that failure to attribute material which is obtained from another source may
be considered as plagiarism.
(Signature of student)_______________________________
Choice based letting information systems in social housing
i
Summary
The current Labour government have been promoting the use of information technology to modernise
government services. The principle objectives outlined in the national strategy of e-government
report is to make all local e-government services available electronically by December 2005 [17].
One of the largest government services to be affected by the reforms is social housing. Social housing
refers to housing provided by local authorities and other non-profit making organisations such as
housing associations. The government s future plans for social housing were first delivered in a green
paper published in April 2000 entitled Quality and choice: a decent home for all . The green paper
sought to modernise social housing practices by the use of modern information technology and
information systems to increase choice and transparency [8].
One of the flagship e-government initiatives identified in the green paper as an alternative to
traditional processes is a choice based approach. Choice-based letting is based on the Delft model,
which was developed and successfully implemented in the Netherlands [8]. Choice-based letting is a
radical shift from traditional social housing practice and is more like the approach taken in the private
sector.
This project aims to solve key questions faced by a local authority when considering a new
information system using a choice-based approach. The problems looked at by this project include
determining; why has a new information system project been initiated?, what are the issues with
traditional systems?, what are the alternatives and how do they solve existing issues? Why is a
computerised system beneficial? What are the desirable features and qualities of the alternatives?
The questions posed in the problem are classic questions that need to be looked at in the early stage of
any new information system project. When applied to a well known software development model
such as the waterfall model, it is clear that the problem questions are part of the initiation and
feasibility stages of the model. These stages are often overlooked but are vital in ensuring that
existing problems are identified, and that alternatives meet requirements, before money is committed
to the development process.
The project is not a feasibility report, but is based around the early stages of the waterfall model. The
project report can be used by developers considering the implementation of a new information system.
The project report has been used to produce a separate report suitable for local authority housing staff
summarising key findings.
Choice based letting information systems in social housing
ii
Acknowledgements I would like to thank Owen Johnson for his help and ideas throughout the duration of the project, and
Tony Jenkins for the constructive comments made in both the mid project report and the progress
meeting.
Choice based letting information systems in social housing
iii
Table of Contents
Section
Summary i
Acknowledgements ii
Chapter 1: Introduction 1
1.1 Problem definition 1
1.2 Project aim 1
1.3 Objectives 2
1.4 Minimum requirements 2
1.5 Deliverables 2
1.6 Project schedule & milestones 3
1.7 Revisions to the schedule 3
1.8 Relevance to degree programme 4
1.9 Summary 4
Chapter 2: Background 5
2.1 Introduction 5
2.2 What is social housing? 5
2.3 Organisations managing social housing 5
2.4 Activities of organisations managing social housing 6
2.5 Project scope 7
2.6 Traditional letting process 7
2.7 Issues with traditional processes 8
2.8 Government policy 9
2.9 Choice-based letting 9
2.10 Choice-based letting pilot schemes 10
2.11 Stakeholders 11
2.12 Summary 10
Chapter 3: Methodology 12
3.1 Introduction 12
3.2 UML 12
3.3 The traditional waterfall model 12
3.4 Initiation Stage 14
3.4.1 The 5 Cs of Senn (1995) 14
3.4.2 Cost benefits 14
Choice based letting information systems in social housing
iv
3.5 Feasibility Stage 14
3.5.1 Stage 1 - Define scope 14
3.5.2 Stage 2 Current system analysis 14
3.5.3 Stage 3 Alternative systems analysis 15
3.5.4 Stage 4 Acquisition alternatives 15
3.5.5 Stage 5 Recommendations 15
Chapter 4: Initiation Stage 16
4.1 Introduction 16
4.2 Initiation Part 1
government policy 17
4.3 Initiation Part 2
5 Cs of Senn (1995) framework 17
4.4 Cost benefits 18
Chapter 5: Scope Definition 19
5.1 Scope 19
Chapter 6: Current Systems Analysis 20
6.1 Introduction 20
6.2 Customer processes 21
6.3 Activity diagram
customer use cases 22
6.4 Computerisation in a traditional letting information system 23
6.5 Activity Diagram
customer, internal staff, information system 24
6.6 The order of events 25
6.7 Communication channels 25
6.8 Evaluation and recommendations 26
Chapter 7: Analysis of Alternative Systems 27
7.1 Introduction 27
7.2 Why use a computerised Information System? 27
7.3 A computerised approach to choice-based letting 29
7.4 Summary of case study 1 - Ludlowthompson.com 29
7.5 External environment combating the digital divide 31
7.6 Internal environment (Generic Model 1) 32
7.7 Simple channel architecture (Generic Model 2) 34
7.8 Process modelling (Generic Model 3) 35
7.9 Activity diagram Customer Use Cases (Generic Model 4) 36
7.10 Generic order of events (Generic Model 5) 37
7.11 Case studies introduction 38
7.11.1 Overview summary 38
7.11.2 Comparison to generic models 38
Choice based letting information systems in social housing
v
7.11.3 Features and qualities comparison 40
7.12 Breadth analysis 41
7.13 Summary 43
Chapter 8: Acquisition Alternatives 45
8.1 Acquisition alternatives 45
Chapter 9: Recommendations 46
Chapter 10: Project evaluation 48
10.1 Evaluation against minimum requirements 48
10.2 Evaluation against extended requirements 48
10.3 Has the problem been solved? 49
10.4 Project management 49
10.5 Possible extensions to the project 49
10.6 Conclusion 50
References 51
Appendix A: Personal Reflection 54
Appendix B: Part A - Gantt chart 55
Part B - The initial project plan 56
Appendix C: Use Case Descriptions - Traditional Processes 57
Appendix D: Use Case Descriptions - Choice-based letting 58
Appendix E: Case Study 1 Private Sector 59
Appendix F: Case Study 2 to 6 Public Sector 64
Appendix G: Depth Study 104
Appendix H: Summary report for Local Authority 108
Choice based letting information systems in social housing
1
Chapter 1: Introduction
1.1 Problem definition
Traditional practices in public services are currently being reformed by new government policies.
The objectives outlined in the national strategy of e-government report are designed to modernise the
public sector by making services available electronically by December 2005 [17]. Social housing is
one of the largest public services that will be affected by the reforms. The green paper quality and
choice: a decent home for all released in April 2000 discussed modernisation and the need for choice
in the social housing sector and identified several key initiatives. One of the initiatives was to
introduce choice-based letting, a scheme successfully used in the Netherlands to transform traditional
social letting practices currently used by local authorities [8]. A choice-based approach is similar to
private sector letting practices and can exploit modern communication channels and computerised
information systems to deliver services more effectively.
This problems faced by a local authority and potential developers when considering a new
information system using a choice-based approach form the basis of the project report. These
problems are listed below;
Why has a new information system project been initiated?
What are the problems/issues with traditional systems for key stakeholders?
Why is a computerised information system beneficial?
What are the alternatives and how do they solve existing issues/problems?
What are the desirable features and qualities of alternatives?
1.2 Project aim
The questions listed in the problem definition need to be addressed in order for a new information
system project to progress. They are classic problems faced by any organisation considering a new
information system development, and can be applied to the initiation and feasibility steps in the
waterfall model. The aim of the project is to answer the problem questions by;
Identifying appropriate sources of background research to set the context of the problem.
Using the initiation and feasibility stages of the waterfall model as a guide to enable the
analysis of current and proposed systems to produce a set of generic models and
recommendations.
Evaluating the recommendations to find answers to the posed questions.
Summarise key issues in a separate report aimed at local authorities.
Choice based letting information systems in social housing
2
1.3 Objectives
Objectives of the project are;
Investigate current traditional letting methods
Investigate current implementations of choice-based letting
Produce a report suitable for housing management staff summarising the effectiveness of
choice-based letting in delivering choice and transparency, and features and qualities of
successful implementations
Generate feedback from stakeholders on the reports findings
Produce a report discussing the overall project findings and evaluation
1.4 Minimum requirements
The minimum requirements as follows;
Use information systems theories and qualitative methods to evaluate five leading
UK choice-based letting systems
Use business modelling and requirement analysis techniques from a information
systems perspective to specify processes and issues
Produce report suitable for presentation to local authority housing staff
summarising key issues
Evaluate the findings and the effectiveness in the project report.
Potential extensions to the minimum requirements include;
Extend research using breadth analysis on current choice-based letting schemes in
the UK
Extend research to assess the qualities of alternatives to the choice-based letting approach
Present report to a local authority and obtain feedback
Develop a requirement specification of possible enhancements to Bradford s Homehunter
system.
1.5 Deliverables
The deliverables for this project based on the minimum requirements are;
The final project report
Report suitable for social housing stakeholders summarising key issues.
Choice based letting information systems in social housing
3
1.6 Project schedule & milestones
The final schedule for the project is as follows;
No. Dates Task Milestone
1 11/10/04 - 30/10/04
Understand Problem Submission of aim and minimum requirements
2 30/10/04 Draft Project Schedule
3 01/11/04 - 30/11/04
Background Research into choice-based letting information system and develop research framework
4 30/11/04 - 10/12/04
Compile aims and minimum requirements
Mid project report
5 10/12/04 -21/01/05
Christmas holiday and exam period for semester 1 examinations
6 22/01/05 - 31/01/05
Revise timetable, analyse external environment and architectural debate
9 21/02/05 -15/03/05
Iteration 1 case studies using depth framework
10 01/03/05 - 11/03/05
Prepare contents page and draft chapters
Submission of contents page and draft chapter
11 12/03/05
25/03/05 Iteration 2 case studies using depth framework
Complete case studies
12 25/03/05
30/03/05 Case studies using breadth framework
13 04/02/05 - 11/03/05
Iteration1 Project report
14 12/03/05
01/04/05 Iteration 1
Local authority report
15 12/03/05
08/04/05 Iteration 2 Project report + evaluation
16 15/04/05 - 18/04/05
Iteration 2
Local authority report Finish Report to LA
17 18/04/05 -25/04/05
Iteration 3
Project report appendices and personal reflection
18 27/04/05 Complete report and evaluation Submit project Report
A Gantt chart can be found in Appendix B
showing a graphical representation of the schedule.
Comments
All deadlines have been met throughout the project. The case study milestone (number 11) over ran
into April due to other coursework commitments. The plan was to complete 3 iterations for the
project report. By the end of the project, around five iterations were used because of feedback
requiring restructuring certain areas of the project.
Choice based letting information systems in social housing
4
1.7 Revisions to the schedule
The schedule above was created in semester two. The project plan was subject to extensive revisions
after feedback from the mid project report, and following conformation of a case study approach to
the research. The scope of the project also changed in early January as originally one of the principle
deliverables was the development of a requirement specification for phase 2 of Bradford s
Homehunter system. The focus of the project moved to producing a report for local authorities and
this had to be reflected in the schedule. Milestones where added to the schedule where originally they
were listed separately. The original project plan is included in Appendix B
and some of the issues
raised will be explained further in Appendix A.
1.8 Relevance to degree programme
The project draws heavily on techniques learned throughout all three years of the degree program.
Although the degree program was a BSc Joint honour in Computing and Management, more
information systems rather than computing modules where undertaken from the second year reflecting
the authors increasing interest in the subject.
Information systems were studied in level 1 as part of IN11 - Introduction to Information Systems ,
and Methodologies and data gathering techniques approached in IS23 - E-Commerce Information
Systems in level 2. Development lifecycles were approached in SO13 Introduction to
programming . Learning how to represent business processes and concepts in abstract
diagrammatical form using UML were covered in detail in IS21 - Object-Oriented Analysis and
Design also in level 2. Project management was experienced first hand in SE22 - Software Project
Management in level 2. The ability to understand the workings of internet and network technologies
were covered in SI11 - Introduction to Network Computing
in level 1, and SI12
Introduction to
Computer Architecture
in level 2. Relevant e-business models and evaluation were further covered
in IS34 - E-Business & Security
in level 3 and information systems strategy is being looked at in
IS31 Information Systems Strategy also level 3.
1.9 Summary
This section has introduced the problem and the aims of the project as well as describing the
minimum requirements and deliverables. The milestones and project plan have also been laid out.
The project will now progress by showing the background research undertaken to understand the
problem to allow a research methodology to be created. The research and recommendations will be
evaluated against the initial problem description to assess the effectiveness of the report.
Choice based letting information systems in social housing
5
Chapter 2: Background
2.1 Introduction
This chapter is concerned with setting the context of the project and to understand why the problems
identified in chapter 1 have arisen. The purpose of this section is to explain;
The background to social housing
The organisations making up the social housing environment
The activities carried out by organisations that provide social housing
The components of an information system including stakeholders
Traditional letting methods and perceived problems
Government policy
The choice-based letting concept and pilot schemes
The information used in this section has been sourced from appropriate literature sources such as
government reports, government papers and published books. Internet references have been used
where appropriate and only from official sources such as governmental sites.
2.2 What is social housing?
Social housing (commonly known as council housing) refers to housing provided and managed by
local authorities and housing associations (also referred to as registered social landlords). These and
other providers of social housing together form the voluntary housing movement [9]. Social housing
was originally introduced to improve the health and welfare of the poorest members of society and to
complement the eradication of slum dwellings [9]. A social tenure differs to a private tenure in that a
private tenure is primarily based on the ability to pay for it, whilst cost is not an issue when obtaining
a social tenure. Most applicants for social housing are in a lower income social group who cannot
afford to let privately. According to [16] 69% of reference persons renting from a local authority
were not working, as opposed to 34% of those renting from the private sector (including retired,
unemployed, and other inactive).
2.3 Organisations managing social housing
The four main bodies making up the social housing environment are;
Office for the Deputy Prime Minister (ODPM)
Housing Corporation
Local Authorities
Housing Associations (known as Registered Social Landlords)
Choice based letting information systems in social housing
6
The basic interactions between these organisations are modelled in figure 1.
Figure 1 A representation of the organisations involved in social housing
The Office for the Deputy Prime Minister (ODPM) is a government department that deals with
housing policy. The Housing Corporation s role is to fund and regulate housing associations
(registered social landlords) in England. The Housing Corporation is sponsored by the ODPM [11].
Housing associations are non profit making organisations [9] dealing with social housing and work in
conjunction with local authorities. Housing Associations are required to be non-profit making
organisations under the Housing Act (1996) [10] There are 410 local authorities in the UK and Wales
[15]. An important difference between a local authority and registered social landlords is that the
local authority has a statutory obligation to provide housing.
According to the Office of the Deputy Prime Minister 13% of the UK s housing stock is managed by
local authorities and 7% by housing associations [19]. In most cities, the supply of social housing
does not meet demand. Traditionally this has been handled with waiting lists and allocation policies.
Local authorities adopt and must publish their housing policies under the Housing Act 1996 [10] to
determine who is eligible for their social housing scheme.
In some cases, the local authority does not own any of its own housing stock. In recent years local
authorities have disposed of their stock by setting up trusts. The trust will manage the housing stock
dealing with allocations and repairs on behalf of the local authority. The trust and the local authority
must work closely because it remains the duty of the local authority and not the trust to ensure it
maintains its statutory duties.
2.4 Activities of organisations managing social housing
The social housing division of a local authority, housing trusts and registered social landlords are all
providers of social housing. The primary activities undertaken by these organisations are;
ODPM Housing
Corporation
Funds
Local Authority
Housing Association
Housing Policy Regulates
Providers Of Social Housing
Work with
Statutory Duty
Choice based letting information systems in social housing
7
Dealing with new applications
Managing property information
Managing tenants information
Managing waiting list and allocations
Collecting and managing rent accounts
Organising repairs to properties
Scheduling regular maintenance
2.5 Project scope
This project is concerned with the letting process following the inflows and outflows of information
from the customers in the external environment, through to the staff and information systems in the
internal environment. The area of the letting process that will be examined in the project will be the
customer s application to a social housing scheme and the property allocation process. The project
will concentrate primarily on the customer s interactions with the information system as major change
is driven by the need to offer more choice and transparency to the customer. The other activities
carried out by providers of social housing will therefore fall outside of the scope of this project.
2.6 Traditional letting process
The traditional letting process starts when a customer makes an application for social housing. The
application is made manually on a form obtained from the local authority or housing association.
Once submitted the application form is assessed to determine if the applicant meets the conditions to
be considered for social housing and to identify special need requirements and circumstances. It is a
requirement of the Housing Act (1996) to provide for priority needs for certain social groups or
personal circumstance [10]. Typically priorities are given to those who are immediately homeless or
are being subjected to violence in their current dwelling.
Once the applicant is accepted onto a housing scheme, they will be placed onto a waiting list using an
allocation system. The allocation systems are procedural processes designed to manage the waiting
list either by determining priority through assessed need or by some other means [9]. The most
common allocation system used by local authorities is a point s based system. The point s system
works by assessing each case individually and rating personal circumstances against a range of
criteria to obtain an overall points score. The person with a high number of points is deemed to be in
a greater need than someone with a low score, and this will be reflected in persons position in the
waiting list [9].
Choice based letting information systems in social housing
8
The waiting list is necessary due to demand outstripping supply of social housing. 92% of local
authorities and 77% of housing associations impose restrictions on who can register on their waiting
list [9]. Once on the waiting list, the applicant waits for the local authority or housing association to
match them to a suitable property. The ODPM survey of English housing states that 23% of
applicants to a social housing scheme had to wait for over a year before obtaining a tenancy [20].
2.7 Issues with traditional processes
Traditional systems have been criticised for lacking in customer choice, customer interaction, and
having an assessment and selection process that was subjective and opaque. These issues were
discussed in a speech in 2005 by the minister for Local and Regional Government, the Rt Hon Nick
Raynsford MP.
Under the traditional system, to apply for social housing you registered with the council housing
department and your needs were then assessed, usually according to an opaque point s formula which
very few people understood. You were then likely to wait for some time before hearing how your
application is progressing. Only then, if you're lucky, you may be allocated a home that is considered
suitable, but it is considered suitable in the view of the housing department.
[24]
The OPDM survey of English housing in 2004 found that 58% of tenants who took part in the survey
thought that not enough choice was offered to them when they were allocated a home [20].
Figure 2 Chart showing the views of choice when allocated a home [20] (Crown)
Choice based letting information systems in social housing
9
The matching and allocation processes are carried out internally by a housing management team and
are usually carried out behind closed doors with little transparency. Once a matching property is
found, the internal housing staff contact the applicant and tell them that they have been matched to a
property. The applicant has very little choice in this selection process. Because of the nature of the
process being behind closed doors , elements of suspicion may arise in the selection process. The
issues with current systems will be explored in chapter 6. Recent government policy has attempted to
deal with these issues by introducing reforms to social housing services.
2.8 Government policy
On the 23rd of June 2004, the Prime Minister Tony Blair outlined his government s future agenda for
public services. The speech discussed many government departments including social housing. Of
the agenda, Tony Blair stated This is a vision which combines choice, excellence and equality in a
modern universal welfare state
[3]. Choice was a common theme throughout the speech, and is
central to future reforms in public services. Later in the same speech, Mr. Blair went on further to say
The same principles will be extended across the public services. In social housing, for example, we
will extend choice-based lettings - which give council and housing association tenants a new service
to identify locations and properties, in place of traditional schemes where tenants were simply
allocated a property on the basis of a centrally-imposed points system .[3]
Choice based letting was first identified in the green paper Quality and Choice a Decent Home for
All released by the Department of the Environment, Transport & the Regions (DETR) in April 2000.
This paper discussed the need for more choice and transparency in the social sector and identified
choice-based letting, a concept used successfully in the Netherlands, as a potential way of reforming
current practices [8].
2.9 Choice-based letting
The Choice-based letting concept is a radical departure from traditional social letting practices, and is
based on the Delft model that is used by 85% of local authorities in the Netherlands [6]. Choice-
based letting is designed to empower the social tenant and is comparable to letting systems used in the
private sector. The applicant should be viewed as a customer rather than just a faceless name on an
application form to encourage a more customer orientated approach. In [18] the six principles
underpinning a choice-based letting system are described as:
Initiative taken by the customer
Market information for the customer
Property and neighbourhood information for the customer
Choice based letting information systems in social housing
10
System for vulnerable households
Eligibility and selection criteria
Communications
The green paper Quality and Choice a Decent Home for All suggested a number of qualities that a
choice based approach should adopt these are summarised below;
Use An
Alternative to
the points based
allocation
The use of wide bands could be used to increase transparency as the applicant
could judge for themselves as to what band they should be placed in. The bands
could be as simple as 1) people with an urgent need for housing, 2) those in non-
urgent need of social housing and 3) those with no particular need.
Deciding
between
competing
applicants
To decide between applicants when using a broader band system, a simple date
system could be used i.e. the longer the time an applicant has been on the list, the
higher up the list they will become.
Information and
Advertising
Properties could be advertised in a leaflet or through the property pages of local
newspapers
or distributed in other ways. Landlords should also consider the
growing potential of the internet. Information could be made available in key
public places such as supermarkets, libraries, and advice centres. The
advertisement of properties also has the benefit of increasing transparency.
Labeling the
properties
A label could be applied to advertised properties to indicate the suitability of a
property for a particular household. For example, sheltered housing labelled to
indicate that it is suitable for an over 60 age group.
Information on
outcomes
The outcomes of property allocations could be published to enable applicants to
make more informed decisions and to increase transparency.
2.10 Choice-based letting pilot schemes
The first choice-based letting system to go live in the UK predated the government s housing green
paper of July 2000. This pre-pilot based was based in the Harborough district in the Midlands. The
Harborough scheme replaced the traditional point based allocation system with a broader band
system, having three bands entitled
priority, preference, or potential. The band system uses a date
allocation system where properties are allocated to those who have been part of the scheme the
longest. Harborough initially used a manual choice-based letting information system working without
a website front end and relied on sending advertising literature though the post to everybody on the
waiting list. Priority cards were issued to the most in need, to ensure that they got priority treatment.
Choice based letting information systems in social housing
11
The Harborough choice-based letting system has been a success, and the developers have now moved
to a computerised information system using a web site front office and have opened a property shop
[5]. The success of this pre pilot encouraged the government to extend the piloting of the choice-
based letting/Delft model. The further piloting of choice-based letting was first proposed in the
DETR housing green paper entitled 'Quality and choice: a decent home for all'. All local authorities
were invited to take part in the project, with the deadline for submissions being October 2000. The
government chose a total of 28 local authorities around the country to receive financial support from
the Office of the Deputy Prime Minister. The timeline for these schemes was from April 2001 to
March 2003.
2.11 Stakeholders
Stakeholders are defined as An individual or group with an interest in the success of an organisation
in delivering intended results and maintaining the viability of the organisation's products and services
[2]. The principle stakeholders in a social housing based letting system are identified below;
2.12 Summary
From the background research it can be seen that government policy is driving the change in the
social housing sector. Traditional systems will be looked at further in chapter 6, but there appears to
be a lack of choice and transparency with current processes. A choice based approach to letting has
been identified as a potential alternative to traditional methods in the governments green paper of
2000. From an information systems perspective we now need to investigate how a computerised
information system could be used to support the choice-based letting concept and deliver the
suggested features identified in section 3.8. The delft model in which it is based does not require a
computerised information system so why should one be considered by a social housing provider
considering a choice based approach? What are the benefits to not only the organisation but other
stakeholders in the external environment? How would a choice-based letting information system
interact with existing systems? A research methodology is defined in Chapter 3.
Stakeholder Represents
Tenant Customer
Local authority housing staff Internal Staff
Local authority housing management Internal Staff
Developers Developers
Registered social landlords Suppliers
Housing corporation Regulatory Body
Choice based letting information systems in social housing
12
Chapter 3: Methodology
3.1 Introduction
A methodology can be defined as The A body of practices, procedures, and rules used by those who
work in a discipline or engage in an inquiry; a set of working methods [1]
This chapter will describe the methodologies that have been used throughout the project in order to
fulfil the objectives described in the summary of chapter 2 and solve the questions asked in the
introduction that form the basis for the project. These are reproduced below;
Why has a new information system project been initiated?
What are the problems/issues with traditional systems?
Why is a computerised information system beneficial?
What are the alternatives and how do they solve existing issues?
What are the desirable features and qualities of alternatives?
Before the research can begin, it is important to define a research methodology in order to achieve the
aims of answering the posed questions.
3.2 UML
Throughout the analysis of current and alternative information system, the Unified Modelling
Language (UML) will be employed to identify and model processes. The processes will use UML
activity diagrams and UML use-case methods of process analysis and modelling. The UML use-case
identifies actors (stakeholders) who are users of the system and the activities they use the system for.
The use-cases are used in varying levels of abstraction. The activity diagrams are similar to flow
charts showing event flows between the system and other actors.
3.3 The traditional waterfall model
The core objectives of the project were to answer the questions reiterated in section 4.1 above. The
findings will be described throughout the report making it useful for future software developers. The
findings will also be summarised in a second report suitable for local authority housing staff.
The secondary report is aimed at housing officers currently using traditional systems and thinking of
moving to a choice-based approach. In answering the posed questions, the report is essentially
providing some early information in a potential new software development as they are asking; why is
a new information system being considered? What are the alternatives to the current system?
Choice based letting information systems in social housing
13
It is sensible to base the project on a proven development model to ensure that a future developer can
use the project report to their advantage. The project report is not intended as a full feasibility study
as the project is general in nature and not aimed at a specific local authority. The project report will
help to provide information for future developers when creating their own feasibility study.
The traditional waterfall model outlines the series of steps that should occur when building an
information system
[4]. Most development methodologies follow the waterfall method
[7]. This
model has been chosen as a basis for the project as it is well recognised and shows clearly the stages
of the development of a new system from initiation to implementation. One of the most important,
and often overlooked parts of the development lifecycle are the first two stages; Initiation and
Feasibility. These stages need to be carried out successfully before any analysis, design or
implementation. Any organisation that is considering a new information system must use these two
steps in order to understand both the initiation for change and the feasibility of possible alternatives.
If these are not fully understood then the project is more likely to be unsuccessful.
Figure 3 The Waterfall Model [4]
The initiation and feasibility stages are carried out at the start of a project before any money is
committed to the development of a new information system.
Choice based letting information systems in social housing
14
3.4 Initiation stage
The initiation stage is the initiation or start up phase and is the first phase in an information systems
project, and contains the stimulus from which the need to develop a new IS arises [4] Key questions
are what has initiated the need for change? And why is a new information system being considered?
The initiation stage will use research into traditional public sector drivers such as government policy
and will examine five potential benefit areas.
3.4.1 The 5 Cs of Senn (1995)
A useful framework for assessing the benefits of a new information system is the 5 Cs of Senn [25].
The framework covers the following five benefits; cost reduction, capability, communication, control,
and competitive advantage.
3.4.2 Cost benefits
One of the principle aims of the development of a new information system is cost reduction.
Although hard to quantify at the start of a project, they can be examined by using performance
measures. In the context of social housing, the reduction of void turnaround will be examined.
4.5 Feasibility stage
The feasibility report analyses the need for and impact of the system and considers different
alternatives for acquiring software [4]. Once it has been determined that there is a problem, the
existing system must be examined to find out where the problems occur and if a new information
system can be justified.
4.5.1 Stage 1 - Scope definition
In this first stage, the scope of the project will be defined. The scope will identify system boundaries
and whether other external organisations will be affected.
4.5.2 Stage 2 Current system analysis
The second stage of the feasibility study will examine the traditional letting system. As the study is
not specific to a single local authority, a generic system will be described and studied. The first stage
will therefore produce;
A description of the existing traditional letting system
An analysis of communication channels to both the external and internal environment
An investigation into key generic information flows to determine good and bad points using
UML activity diagrams.
Research for this stage will come from local authority s literature on their letting processes.
Choice based letting information systems in social housing
15
4.5.3 Stage 3 Alternative systems analysis
The alternative systems analysis will consider if a computerised system should be considered, before
studying actual choice-based letting information system implementations. The aim of the analysis
will be to look at existing choice based approaches and to model the same processes as identified in
stage 1 of the feasibility study. Generic models will be used in the separate report to illustrate key
processes and features. The changes in the processes can then be evaluated to see if they improve on
traditional systems and if they satisfy the problems identified in the initiation stage.
Qualitative study - Case Studies
Case studies provide a qualitative approach to the study of existing systems. The case studies will
examine five systems at differing levels of detail, including internal and external environments,
communication channels, and process modelling. The process modelling will examine key processes
to validate generic models using UML. The qualitative study will also look briefly at HCI issues
using both Nielsen s usability heuristics and Shneidermans golden rules for interface design as a basis
for analysis. Jakob Nielsen defines heuristic evaluation as a discount usability engineering method
for quick, cheap, and easy evaluation of a user interface design
[22].
Method
The qualitative approach will employ various approaches to research including face to face enquiries,
site visits, observations, assuming the role of stakeholders and usage of web based front office
systems.
Quantitative Study
The quantitative study is a quick study of a larger number of information system implementations
using mainly the web based front office systems to gather information on features and qualities of
such systems.
4.5.4 Stage 4 Acquisition alternatives
This stage looks at the various acquisition methods for a new information systems. The various
options will be looked at from software suppliers or a bespoke development.
4.5.5 Stage 5 - Recommendations
The recommendations section of the report will examine the findings of both stage 1 and 2 of the
feasibility study. The recommendations will advise why a new system should be adopted
if at all,
and the reasons behind it.
Choice based letting information systems in social housing
16
Chapter 4: Initiation Stage
4.1 Introduction
The initiation stage of the project lifecycle model is concerned with finding the motives for the
consideration for a new information system. Initiation is the first of seven stages in the waterfall
model as illustrated in figure 4.
Figure 4 The Waterfall Model [4]
If a motive for developing a new information system cannot be defined then it is difficult to justify the
expense and resources required. The initiation in the social sector differs to the drivers in the private
sector. Change in the private sector is more likely to be driven by market forces and the need for
strategic or competitive advantage. The social sector will be driven by changes in government policy
and the drive for greater efficiencies.
This section of the report will confirm what has initiated the change from traditional methods. Why is
choice-based letting being promoted by the government? Why should a local authority consider
changing from the current methods? Benefits are examined using the 5 Cs of Senn framework.
Choice based letting information systems in social housing
17
4.2 Initiation part 1
government policy
The DETR s housing green paper Quality and choice: a decent home for all
was first identified in
chapter 3.7. The green paper was described as
the first comprehensive review of housing for 23
years. It proposes modernisation and reform across the whole range of issues. Above all it is a Green
Paper about quality and choice [23]. The following quotes are reproduced from the green paper. In
the summary of key proposals of the report, the paper identifies that public sector tenants have been
denied choice, offered housing on a take-it-or-leave-it basis and charged rents that are not comparable
for comparable homes . A key proposal is stated as; reforms to letting polices to give tenants in
social housing real choice over the homes they live in . Chapter 9 of the green paper discusses further
government aims including the objective to empower people to make decisions over where they live
and exercise choice .
In summary, the green paper emphasised the need for change making extensive reforms to existing
letting systems, and to empower tenants by offering more transparency and choice. The paper also
identified choice-based letting as the means for delivering these extensive changes. The government
also published a set of targets for the implementation of choice-based letting schemes, pending the
results of 27 pilot schemes. These targets are as follows;
25%
of local authorities in the United Kingdom to have adopted a choice-based approach to
letting by 2005.
The remaining 75%
to have adopted a choice-based approach to letting by 2010.
[21]
4.3 Initiation part 2
5 Cs of Senn (1995) framework
Benefits identified for local authorities in initiating a new information system are shown below;
Cost reduction Cost reduction can be achieved through two main areas in a social
housing context. These include reducing staffing costs by automating
manual processes and using a new information system to speed up the re-
housing process. Having empty (or void) properties is expensive both in
terms of lost rent and additional repair costs if a property is vandalised
[9]. A new information system could therefore lead to reduced costs.
Capability A new capability to provide choice-based letting, a scheme that all local
authorities should have adopted by 2010.
Choice based letting information systems in social housing
18
Communication A new information system has the potential to improve communications
between customers and partners i.e. registered social landlords. Increased
communication is an important part of the choice-based model.
Control Improved information flows could lead to better information for
management for guiding future housing strategy.
Customer Service The customer could have more choice and better information and
feedback.
4.4 Cost benefits
The introduction of a new information system could have the affect of reducing costs. Some of these
costs may come from process efficiencies and a reduction in internal staff. These types of cost
reduction are hard to quantify at the start of the project.
One of the key performance indicators used in the social housing sector is void turnaround times.
Voids are houses that do not have a tenant and every week that a property is void, the local authority
loses a weeks rent. It is in the interests of the local authority or housing association to speed up the
relet times to reduce the total number of voids [9]
If a local authority had 20,000 properties in their social housing stock, and at any one time their were
300 houses standing empty with an average weekly rental of 60, the local authority would be losing
18,000 a week in lost revenue. The annual figure would be 936,000/pa.
There is evidence that choice-based letting can speed up relet times by giving the customer choice and
letting them view pictures of properties. Marketing strategies such as a first come first served and
offers of the week can be used on properties that are proving hard to relet.
Using the previous example, if the local authority could reduce the number of void properties at any
one time to 250, then they would save 3000 per week or 156,000/pa. Over three years the figure
would be 468,000. The payback period, is the period after the initial investment before the company
achieves a net benefit [4]. Using the example above, if a new information system were to cost
500,000 then the payback period would be around three years taking other cost reductions into
account.
Choice based letting information systems in social housing
19
Chapter 5: Scope Definition
5.1 Scope
The scope of the new system needs to be defined to understand the system s boundaries. The UML
use case diagram below shows the local authorities housing division s main activities. The scope of a
new information system is highlighted within the red eclipse.
The scope of the information system may also affect external organisations that work with the local
authority. Housing associations may use a new information system to advertise their properties, this
will affect some of their internal departments in the same way as a new IS may effect local authority
departments.
handle new applications
Manage property information
Rent & rent arrears management
Assess needs
Repairs and repairs scheduling
Manage waiting list and allocations
Internal Staff
Manage tenants information
Local Authority Social Housing
Choice based letting information systems in social housing
20
Chapter 6: Current Systems Analysis
6.1 Introduction
Now that the reasons behind the initiation of a new information system have been understood, the
current traditional
letting process will be examined. This analysis will highlight problem areas that
a new information system could improve on. This project is not designed to be specific to a single
local authority s o generic processes will be examined that can be applied to any authority using
traditional methods. This is possible because the general principles are broadly similar even if the
allocation methods differ slightly from one local authority to another. A high level view of traditional
systems will be useful in this project as it will allow a set of problems to be defined without getting
involved with lower level issues. Local authorities housing policies have been looked at to ensure the
generic models are valid. These include;
Stratford-Upon-Avon Council http://www.stratford.gov.uk/
Norwich Council http://www.norwich.gov.uk/
Nottingham City Council http://www.nottinghamcity.gov.uk/
Figure 4 shows a visual representation of an information system to illustrate the relevant areas to be
explored in this section of the report. The areas of the diagram that we are interested in for modelling
the traditional letting process are also highlighted on the diagram below i.e. what are the information
flows between customers in the external environment and the internal information system.
Figure 5
A visual representation of an Information System showing scope of Section 7 [13]
The reforms identified by the government are designed to improve customer interaction, introducing
choice and transparency. The main focus of the system analysis of traditional systems will be on the
customer stakeholder. A new information system must be able to solve existing problems, so it is
important to understand and state these problems, and determine where in the process they occur.
http://www.stratford.gov.uk/http://www.norwich.gov.uk/http://www.nottinghamcity.gov.uk/
Choice based letting information systems in social housing
21
Make Application
Be Assessed
Confirm Acceptance
Placed on waiting list
Matched to property
Customer
Accept property
Customer
Get a house
6.2 Customer processes
At the highest level, the customer s basic want is to be housed. If a private tenancy cannot be
obtained through a lack of financial ability or other personal circumstance then a social housing
tenancy will be required.
Figure 6 UML high level use-case showing customers interaction with the system
Using traditional processes, the simple process of Get a house can be broken down into a further six
processes that the customer will go through to fulfil their basic want. See figure 7 below.
Figure 7 UML low level use-case showing customers interaction with the system
Brief descriptions of the use cases identified above are given in Appendix C.
Traditional System
Choice based letting information systems in social housing
22
6.3 Activity diagram
customer use cases
The activity diagram below illustrates the steps required from the customer s perspective to show the
stages in fulfilling the basic need of obtaining a tenancy.
Figure 8
UML activity diagram showing processes in obtaining customer fulfilment
Observations
The above process illustrates that the customer has a lack of involvement and choice in a traditional
social housing letting process. Once an application has been made, the customer has no further input
until their waiting list position has improved. The customer has no direct choice of the property in
which they live, although in some cases the customer can nominate an estate or area in a town/city on
the application form. A property will be matched to a customer depending on their personal
circumstances. The allocated property can be rejected but this may carry a penalty i.e. being pushed
further down the waiting list.
Obtain Application Form
Manually fill out application form & return to council
Await written result of application by post
Put on waiting list for a house meeting requirements
Wait for house to become available
Notified by council that house available
View property
Accept or Reject property[reject - may carry a penalty]
[accept property]
Choice based letting information systems in social housing
23
6.4 Computerisation in a traditional letting information system
Figure 9 - A visual representation of an Information System showing the computerised IS domain [13]
The primary information system used in a local authority housing department or an external social
landlord is the housing management system. The housing management system is computerised and
allows customers records and tenancy history to be stored along side property details. Most housing
management systems also cater for rent accounting, repairs and planned maintenance, appointments,
and management reporting. Housing management systems are available off the shelf and can then
be tailored to individual organisations needs.
The housing management system provides control by allowing data to be stored and processed into
useful information. The housing management system is an internal system used by internal staff. The
customers in the external environment have no direct input into the system. See figure 10 below.
Figure 10 Inputs and Outputs of a housing management information system
The housing management system works at different levels in the housing organisation providing for;
Operational level Data processing
Knowledge level Electronic calendars
Management level management reporting, statistics
Input
Property Details Tenants Details Rent + Service Charges
Maintenance Details Property tenancy
Processing Arrange
Store/Classify
Calculate
Output
Tenancy History Waiting List Housing Allocation Maintenance Schedules
Management Reports
Choice based letting information systems in social housing
24
6.5 Activity diagram
customer, internal staff, information System
The second activity shown below shows the interaction between the internal and external
environments
Figure 11 UML activity diagram showing processes in obtaining customer fulfilment
Observations
The above process illustrates that there is a large burden on the internal housing staff as all data flows
in and out go through a member of staff. The customer cannot interact with the housing management
system directly creating a larger reliance on the internal staffing resource.
Obtain Application Form
Fill out and return (by hand/post)
Recieve notification
Wait for property
Recieve notice of allocation
View and accept property
Receive New Application
Assess need and eligibility
Notify customer of status
Allocate house to customer
Create new tenant record
Determine position on waiting list
Notify customer of allocation
[not eligible]
[eligible]
Update tenants record and tenancy history
Update tenant record and waiting list
Waiting list management and reporting
Housing Management System Internal EnvironmentHousing Staff Internal EnvironmentCustomer External Environment
Choice based letting information systems in social housing
25
Submit application form Obtain help on the process and information
General and policy Information, download application form
General correspondence and completed application form
Notification, feedback
Information, general enquiries and help
Feedback, notification and response to queries
Council Web Site
Housing Management Information
System
Telephone
Telephone
Telephone
Customer
Internal Staff
Internal Management
Visit Premises
Inflow Outflow
6.6 The order of events
The order in which the above use cases take place is in the same order as illustrated in the diagram on
the previous page. This order is dictated by the following set of rules;
The customer must apply before they can be assessed
They can only be accepted after they have been assessed
They can only be placed onto the waiting list after they have been accepted
Matching to a property can only be completed once a customers is on the waiting list
A property can only be accepted once a customer has been matched
6.7 Communication channels
Information must pass from the external environment to the internal environment (inputs) and from
the internal organisation back to the external environment (outputs). For this process to occur
successfully there must be clearly defined communication channels. See figure 12 below.
Figure 12 Representation of generic communication channels (input and output)
The communication channels identified above show how inputs from the external environment reach
the information system and how information is fed back to the external environment.
Choice based letting information systems in social housing
26
Observations
The telephone and visit to social housing premises both require a person to deal with the
enquiry. This is expensive to the local authority as staffing costs are expensive.
The telephone and face to face visits can only be carried out in normal working hours. This may
be impractical for many people.
Most local authorities and some housing associations have an internet based web site. The
housing section of the site usually contains useful information about the scheme and the ability
to download an application form. The research found no evidence to suggest that traditional
systems use the internet to allow online applications using internet based forms. The may be
downloaded from the internet but still have to be filled in and sent via manual methods.
The internal information system is updated manually by housing staff. This again is expensive
because of the staffing costs.
Manually filled in forms will need to be replicated onto the information system. It is probable
that human error may result in inputting errors due to difficulties reading handwriting etc.
6.8 Evaluation and recommendations
The government s future strategy involves reforming traditional processes in social housing letting
systems to increase customer choice. This section of the report has taken a generalised high level
view of current processes and can identify a set of requirements for a future system. These are as
follows;
The key requirements that an alternative information system will need based on the findings
above and taking into consideration future government policy are as follows;
Give the customer choice in where they are going to live in a similar way to the private sector.
Give the customer more interaction with the processes.
Allow properties to be advertised, the properties should be labelled and have relevant
information.
Make allocation processes more transparent by an alternative to points system and providing
better feedback.
Modernise and extend the communication channels allowing interaction beyond normal office
hours.
Reduce the burden on internal staff by allowing direct channels between customers and the
information system.
Make the order of events more flexible.
Choice based letting information systems in social housing
27
Chapter 7: Analysis of Alternative Systems
7.1 Introduction
This section of the report will look at the alternative to traditional methods. The alternative will be
analysed to see if it solves the problems, and meets the requirements identified in section 6. The
alternative system uses a choice-based approach first discussed in section 2.9. Generic models will be
developed to show processes and features that a choice-based letting information system will need in
order to meet the requirements. The generic models will be validated by case studies of existing
systems. The generic models will be applied to existing systems using a case study approach to see
how they compare, and to validate the generic models. Existing systems will also be analysed to see
how they deliver their services, how they meet the requirements of a new information system, and
how they solve the questions posed in the problem definition. The generic models, once validated
will be used in the separate report aimed at summarising key issues to advice housing management
staff. The original questions posed in the problem relating to this section are reproduced below;
What are the desirable features and qualities of alternatives?
What are the alternatives and how do they solve the problems found with existing systems?
What are the advantages and desirable features and qualities of such alternatives?
7.2 Why use a computerised information system?
This chapter looks more closely at the architecture options of a choice-based letting system. The
choice based approach based on the Delft model does not rely on a computerised information system.
If a choice based approach works without a computerised approach then why should one be
considered? Key problems identified in section 6 with traditional systems are reproduced below;
The customer has little choice in where they will live.
The customer has very little input and interaction with the process.
The current communication channels are limited and even though the internet can be used, it
requires a customer to have their own personal computer to access information.
The manual communication channels are available in normal working hours only.
The staffing required to handle the inputs and feedback from the information system are high
as everything has to be input manually.
The aim of a new information system is to solve the problems in the traditional system. If a new
information system were to make little impact, then the new system would fail to be feasible. A non-
computerised system would entail process changes and would solve the problem of choice, as
customers would still be able to pick and bid on their own choice of properties. Other problems
Choice based letting information systems in social housing
28
would still remain, such as high staffing costs, limited communication channels, low transparency,
limited access during normal working hours, and a low level of perceived customer participation.
Advantages of Computerised IS
Typical advantages bought by a computerised information system include; speed, accuracy, reliability
and programmability [21].
Figure 13 Representation of generic communication channels (input and output)[12]
The richest form of communication is to have face to face interactions with another person. From the
diagram it can be seen that any communication directly involving another person is expensive. Many
social housing departments deal with many thousands of customers and providing the resources to
allow a single face to face or a telephone based service would be unrealistic. The two cheapest forms
of communication channel are internet based, as they do not require a human element and can be
handled by automated processes. For example, a computerised application process would allow the
customer to use a web based form
the system would update the relevant database directly. A
computerised front office using a web site also has the advantage of being available beyond normal
office working hours. Further advantages include using innovative computerised software to increase
flexibility by the use of graphical information systems (GIS) which provides maps of areas. Other
innovative features made possible using a computerised IS include looking up amenities in an area,
creating picture tours of properties and virtual 3D tours of properties, and video help to name a few.
Computerised systems can also help the management decision making by providing useful
information and statistics. As data is held on electronic databases, these can be interrogated quickly
by reporting programs. Although expensive in the short term, long term cost savings from
computerised processes i.e. not needing so many internal staff need to be considered.
Disadvantages of computerised IS
The development process is often lengthy, expensive, difficult to manage, and may end in failure.
Computerised communication channels may cause exclusion through a digital divide see chapter 7.4.
Risks can be minimised by using risk management or buying an off the shelf product see chapter 8.
Choice based letting information systems in social housing
29
7.3 A computerised approach to choice-based letting
The choice-based letting concept whether implemented using a computerised approach or not requires
the following functionality (dictated by the Delft model and identified in the housing green paper see
chapter 2.9);
To advertise available properties
Deal with new applications and existing tenants
The listing of property details
The management of Bids
Feedback
The advantages of a computerised approach were discusses in the previous chapter, so we can now
see what approach to take in looking at the structure of a computerised choice-based letting system
and how it will integrate with existing management systems and infrastructure.
Part of the choice-based letting model, being the advertisement of property information, bears
resemblance to how private sector letting companies operate. Private sector letting companies have
been using modern IT technologies, such as the internet, ever since they have been commercially
viable in order to gain competitive advantage. The first of six case studies looks at a successful
modern private letting computerised information system in order to determine how a choice-based
letting system could be implemented. The case study is designed as a showcase to illustrate features
of a modern letting system that could potentially be used in a choice-based letting system. For this
reason it mainly concentrates on features as opposed to background processes. It will be interesting to
compare the differences between the public sector and private sector implementations. This
comparison is made in section (7.13).
7.4 Summary of case study 1 - Ludlowthompson.com (see appendix E)
Ludlowthompson.com was established in 1993 and deals with a large range of property services from
buying/renting a home to arranging a mortgage. A computerised information system is central to the
companies operation, and uses a web based front office linked to a back office system containing a
centralised set of databases covering property, customer and landlord details. The company has eight
shops around London [14]. The company uses a range of innovative technologies to deliver services.
Communication Channels
Channel Input/Output
Description
Web Site Both The Web site is available 24/7 and has a user friendly look and feel.
A simple search function has 5 possible criteria and links to a map
to select an area. The information once retrieved is well presented
Choice based letting information systems in social housing
30
and is available with multiple pictures, 360 tours, floor plans and a
graphical information system (GIS) area map. The web site is
accessible from any internet enabled computer and through
computers in the eight shops.
Telephone Both Also available 24/7 the telephone provides a round the clock
alternative to the web site. This is valuable to providing
accessibility to customers who don t have access to a computer
system.
SMS
Text Message
Output Property alerts, a text message to alert the customer when a
property has become available, are sent automatically by the IS.
Multi-agent
portals
Output The company uses independent sites such as loot.com to advertise
their properties.
Mail Both The postal service is used for inputs and outputs. The outputs
include property alerts, information, and marketing.
Shop Both The shops are open during normal working hours, and provide the
customer with actual face to face contact with a member of staff.
The shop uses the computerised information back office and
replicates all the functionality of the web site.
Advertising
Press
Output The company advertises in a wide range of London s property press
Summary of Key Features to be considered by the social sector
Quick and easy online registration updates the database directly
no human input required.
Customer, property & landlord databases stored centrally.
Multiple criteria search function, linking to both map and lists to isolate an area. The map gives
information on the number of properties available in an area.
Property information is summarised then available in more detail. Multiple pictures, a floor plan, and
360 tours provide useful visual information.
The site is easy to use and navigate through. Extensive help files back up the processes.
The information system uses multiple communication channels and innovative use of technology..
For example, property alerts via e-mail and SMS text message.
Most communication channels are available 24 hours a day, 7 days a week. This is the same for
electronic and traditional data channels such as phone lines
The information
system is designed to be accessible, catering for multiple languages (both over the
Choice based letting information systems in social housing
31
7.4 External environment combating the digital divide
Local authorities in the public sector have a statutory duty to provide housing. They also have an
obligation to ensure that exclusion on social or technological grounds does not occur. By looking at
the customer stakeholder it is possible to identify concerns and issues and how they can be resolved.
The customers that will interact with a choice-based letting system are from a wide range of age
groups and social backgrounds. It has been mentioned before, but must be re-emphasised, that
everyone has the right to apply for social housing and there must be no exclusion or discrimination. If
somebody is in need, then they cannot be hindered or constrained by technology when trying to make
an application. The rich picture (figure 14) shows a simplistic view of two types of customers, those
who are compute literate and are willing and able to use a computerised system, and those who do not
have access or the literacy to use a computerised system.
Figure 14 Rich picture showing customer and staff concerns
The latter group is of the most concern and from discussions with housing staff in the Bradford
Homehunter team; this group tends to include the more elderly members of the community. This
internet and through the call centre)
Application & Bidding
SUPPORT STAFF
HOUSING STAFF
WANT TO KEEP
CUSTOMER HAPPY
CUSTOMER (COMPUTERI
LITERATE)
HOUSING MANAGER
DON T UNDERSTAND INTERNET OR COMPUTERS
INTERNET IS EASIER AND MORE FLEXIBLE
INTERNET
INTERNET FORMS
REDUCE COSTS
OLD SYSTEM IS
EASIER
CUSTOMER (COMPUTERLILLTERATE)
Choice based letting information systems in social housing
32
group is also likely to have the most special need requirements. To prevent a potential digital divide
between the two groups it is important to replicate the functionality of a computerised system using
more appropriate communication channels. A list of
possible solutions are listed below;
Making sure information is widespread on alternatives to a computerised communication
channels.
Advertise in local papers and public buildings to compliment the computerised
advertisement system.
Sending information directly through the post to ensure that the neediest receive it.
Having a telephone support service so people can talk with another person.
Having postal and telephone access to processes such as bidding and applying.
Another divide may occur with the first group being those that are computer literate. A customer may
be computer literate but this is of no use if they cannot get access to a computer system. This can be
addressed by;
Multiple access points via kiosks in public places or buildings
An awareness campaign to make customers aware of access point locations.
In conclusion it can be seen that comprise must be met between computerised systems and traditional
manual methods to avoid potential exclusion.
7.6 Internal environment (Generic Model 1)
The previous section has identified the need for a range of channels for inputs to successfully reach
the internal environment and outputs to be communicated back to the external environment. It is
necessary to look at the internal environment to understand where a computerised choice-based letting
system will fit in with existing housing management information systems, and how input and output
flows with the external environment will be affected.
A new choice-based letting information system will not replace the existing housing management
systems functionality. The choice-based letting system deals with the letting process and is not
designed to have the full functionality of a complete management system as described in chapter 6.7.
A new system will be developed separately to the existing HMS and linked together - or bought as a
module which can be integrated alongside other housing management modules. In either case the
Choice based letting information systems in social housing
33
choice-based letting system will be expected to be made up of a front office and a back office. The
front office will take the form of a web site allowing direct interaction with the external environment,
whilst the back office will be accessible by internal staff and will enable data to be stored and
processed providing output to both staff and management in the internal environment and customers
in the external environment. Two generic architectures are shown below.
Changes in the internal environment
The changes to the internal environment will occur mainly through process change and the direct
interaction of the customers with the information system. Allowing tasks such as making an
Generic Internal Architecture A
Non Integrated Information System
The housing management system is
separate to the choice-based letting
system. Electronic links must be
established to allow the tenancy
databases and property details to be
maintained.
Generic Internal Architecture B
Integrated Information System
The choice-based letting system is a
module that can be plugged in to the
existing housing management system.
The choice-based letting information
system will use the existing
functionality of the housing
management system as the back office.
A single set of data sources (databases)
are used reducing potential errors in
having duplicate databases.
Choice Based
Letting IS
Front Office Web Site
Back Office
Housing Management
System
Outputs
Inputs
Outputs
Customer
Internal Staff
Database
Database
Choice Based
Letting
Front Office Web Site
Housing Management System
Back Office
Outputs
Inputs
Outputs
Internal Staff
Customer
Database
Choice based letting information systems in social housing
34
Web Site Front End
System
Back Office System
Home PC
Public PC
Internet
Property & Tenant
Data
Telephone
Coupon/ Local Paper
Choice Based Letting IS
Internal Environment
Internal Staff
Customer
Visit Premises
Housing Management System
External Environment
application, looking for information, and bidding to be carried out directly by the customer will
reduce the amount of internal staff required to maintain the system.
7.7 Simple channel architecture (Generic Model 2)
The below generic architecture is a result of investigating the issues surrounding the adoption of a
computerised information system and takes ideas from the private sector case study. The varied
communication channels are designed to prevent exclusion from any digital divide, using
recommendations derived in section 8.4.
Figure 15 Generic input/output channel diagram
Inputs Applications, viewing properties, bidding
Direct interaction (update the IS directly) Through the website front office (public PC/private PC)
Indirect interaction (through housing staff) Through the post (coupons), over telephone, visit premises
Outputs Feedback, Advertising of properties, Information
Direct interaction with IS (no staff intervention) Through the website front office (public PC/private PC
Indirect interaction with IS (housing staff intervention) Through the post, over telephone, visit premises
Choice based letting information systems in social housing
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Make application
Be assessed
Confirm acceptance
Accept property
Choose property
Make a bid
Customer
View outcome
Choice-based letting generic
Make Application
Be Assessed
Confirm Acceptance
Placed on waiting list
Matched to property
Customer
Accept property
7.8 Process modelling (Generic Model 3)
The same approach to modelling customer processes will be followed in this section as in section 6 to
see how a choice-based approach differs from traditional systems. To reiterate, at the highest level the
customer s basic want is to be housed.
Figure 16 UML high level use-case showing customer s interaction with the system
The use case identified above will be broken down into a lower level of abstraction. This generic set
of processes has been attained from the Delft model, and functionality identified in the government
green papers. They will be looked in the case studies to see how actual live systems compare. The
process identifies seven processes that need to be completed to satisfy the customer s basic need.
Figure 17 UML low level use-case showing customers interaction with the system + Comparator
Brief descriptions of the use cases identified above are given in Appendix D.
Customer
Get a house
Traditional System Comparator
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7.9 Activity diagram
customer use cases (Generic Model 4)
The activity diagram below in Figure 17 illustrates the steps required from the customer s perspective
to show the stages in fulfilling the basic need of obtaining a tenancy.
Choice based approach
Traditional Approach (Comparator)
Figures 17 & 18 UML high level activity diagram comparison
Observations
The process of obtaining a property through a generic choice-based system is very different to the
traditional method illustrated in chapter 6.3 (reproduced above). The customer has far more
interaction with the process than with the traditional system.
Obtain Application Form
Manually fill out application form & return to council
Await written result of application by post
Put on waiting list for a house meeting requirements
Wait for house to become available
Notified by council that house available
View property
Accept or Reject property[reject - may carry a penalty]
[accept property]
Register with scheme online
Receive membership details
View property details
Choose properties
Bid for properties
Check outcomes
Accept/reject property
[Unsuccessful]
[Successful]
[Accept]
[Reject]
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7.10 Generic order of events (Generic Model 5)
The choice based approach is similar to the traditional points based system, but the put on waiting
list and matched to property processes have been replaced by choose, bid, and outcome processes.
The order of events will be confirmed in the case study analysis but the choice based model should
offer more flexibility. The order of events for the generic model is as follows;
The customer must apply before they can be assessed
The customer can choose before they apply
The customer can bid before they are assessed
They can be assessed after they have been accepted
A property can only be accepted once a customer has bid
This process is more flexible than the traditional points system as the concept of choice has been
introduced. The choice-based letting model should look like a combination of the private sector
model and the traditional model. The application and assessment processes remain but the customer
can choose a property before applying to the scheme
7.11 Case studies introduction
The five choice based letting systems that have been examined are summarised in the below table.
The case studies are designed to show the differences between the generic model and actual
implementations and to find a comprehensive list of qualities and features of existing systems. The
case studies will concentrate on communication channels and key customer processes i.e. applying,
searching for properties and bidding. The full case studies can be found in appendix F
and are
compared on the following few pages.
No. Local Authority Project Name URL
1 Bradford Homehunter www.bradfordhomehunter.co.uk
2 Sheffield Sheffield Property
Shop
www.sheffieldpropertyshop.org.uk/
3 Newham, Redbridge, and