choice-based letting information systems in social … based letting information systems in social...

Choice based letting information systems in social housing

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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)_______________________________


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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.


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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.


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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


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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


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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


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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.


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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.


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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.


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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.


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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)


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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


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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].


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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)


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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


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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.


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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


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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?


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?


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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.


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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.


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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.


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.


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.


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.


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


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/


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


22


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]


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


24


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.


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


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

Mail

Mail

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.


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.


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 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


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.


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


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


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)


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


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


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


35

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


36


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.


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]


37

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

choice-based letting information systems in social … based letting information systems in social...

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