Production of the film began in 2009, when Eisenberg, Timberlake, and Garfield were all announced to star. Neither Zuckerberg nor any other Facebook staff were involved with the project, although Saverin was a consultant for Mezrich's book. It stars Jesse Eisenberg as founder Mark Zuckerberg, along with Andrew Garfield as Eduardo Saverin, Justin Timberlake as Sean Parker, Armie Hammer as Cameron and Tyler Winklevoss, and Max Minghella as Divya Narendra. Adapted from Ben Mezrich's 2009 book The Accidental Billionaires, it portrays the founding of social networking website Facebook and the resulting lawsuits. This content is brought to you by Guardian Professional.The Social Network is a 2010 American biographical drama film directed by David Fincher and written by Aaron Sorkin. We have that data, so don't throw it away – be better at processing and refining it. It's not enough to encourage people to support new homes they need to see the bigger picture. This will continue if we base our decisions on urgent housing needs only. Housing is a talking point today, but not for the right reasons. And I'm not blind to the cost problem, but I am also yet to see a local authority that has considered outsourcing the management of the list to a data specialist. I'm not arguing that we can do all of these things with the data we hold right now – it might be out of date and we probably aren't asking the right questions at this stage – but I don't think it would require much thought to achieve more, particularly if authorities engage local providers and customers in the discussion. Don't immediately get hung up on the questions this raises about the use of personal information my point is that we must not restrict our thinking. But, beyond basic housing requirements, we already ask prospective tenants about medical problems and mobility, children and pets. I'd like to quantify it here for you but I can't – it depends on who does what with it. We could connect waiting list data with health data to inform a cost-effective and co-ordinated approach.ĭata has a value. People frequently need to move home because of changes in their health.
Managing all of this data separately can't possibly be cost effective or encourage informed decisions. We should be comparing this data to under-occupation scheme applications, requests for adaptations, housing advice enquiries and homelessness applications. Let's strengthen the information we already have, linking the waiting list to registered providers' own waiting, transfer and mutual exchange lists. Local decision makers need robust local intelligence to do their job. For example, do we know enough about people's employment and prospects? Information about prospective customers and local markets is of increasing value, and we need to ask new questions to obtain this information. We're looking to private sector investment to meet housing demand, so we need to be clear about where investment is required.ĭiversifying the affordable housing sectorįaced with economic restrictions on new build and reform of the welfare system, housing providers are diversifying their income streams.
We have empty homes, property that could be converted, homes in a poor condition that need improvement. Making much better use of the homes we already haveĬontrary to popular belief, the waiting list doesn't just tell us what we need to build. Periodic strategic housing market assessments cost a lot of money and nobody really understands them. Local authorities need to understand local housing markets far better, for many reasons. Informing plans for new housing of all tenures
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