YEAR PLAN 2021 TABLE OF CONTENT 1. INTRODUCTION 3 2. STRATEGIC AMBITIONS 2020 – 2021 4 3. STAFF DEVELOPMENT 2020 – 2021 5 4. EFL CONFERENCES 2021 6 5. EDUCATION 7 6. TOPIC GROUPS 7 7. WEBINARS AND MEETINGS 10 8. PROJECTS 12 9. OTHER ACTIVITIES AND NEW PROJECTS IN 2021 14 10. STUDY VISIT 2021 15 11. EFL WEBSITE 15 12. ADDITIONAL INVESTMENTS IN 2021 16 13. CONCLUSION 18 14. MEMBERS 2020 19 1. INTRODUCTION The year 2020 brought with it unexpected shocks. Until the beginning of March, all was still normal. Then, completely out of the blue, the whole world changed. COVID-19 was among us and things came to a stand- still. Countries closed their borders, imposed lockdowns and the streets of once bustling cities and towns became empty. Slowly, as June came around, the most severe measures were lifted. EFL reacted imme- diately. The new reality was, and still is, digital and we adapted our complete service provision to this. We introduced MS Teams as a major communication tool and started redeveloping our website to keep up with the “new normal”. Physical meetings were cancelled, webinars replaced topic group meetings and we examined the effects of the COVID-19 crisis on our members via several surveys and (online) events. In this Year Plan 2021, we look ahead and plan for the future in Over the years, EFL has grown considerably. The aims and the full knowledge that many things are still uncertain. We do ambitions of our members and associated partners are our not know if and when a working COVID-19 vaccine will be top priority. The combined expertise of the EFL network is the found. If/when such a vaccine is launched, we still don’t know most important strength of EFL. if life will ever return to how it was before. Nevertheless, we This Year Plan 2021 presents the ideas and activities 1. INTRODUCTION 3 assume that post-COVID-19, we will return to a world where envisaged for next year. physical meetings, education courses and conferences will 2. STRATEGIC AMBITIONS 2020 – 2021 4 once again be organised. Until then, we have to take into EFL in Figures 3. STAFF DEVELOPMENT 2020 – 2021 5 account that there is a certain level of uncertainty around As of September 2020, EFL is made up of: whether all of our 2021 plans will come to fruition. • 32 members (affordable housing companies and housing 4. EFL CONFERENCES 2021 6 associations) 5. EDUCATION 7 EFL in a Nutshell • 24 private and not-for-profit companies active in housing and EFL is a transnational network of affordable housing providers, urban development (associated partners) 6. TOPIC GROUPS 7 private companies, academic institutions, non-profits and • 15 academic and scientific institutions specialized in public sector organisations working across Europe, and housing, urban development, the housing economy and 7. WEBINARS AND MEETINGS 10 sometimes beyond. We combine the shared knowledge of social policy research 8. PROJECTS 12 social housing providers – our members – with the cutting- This makes a total size of over 70 connected organisations edge thinking of leading universities, and the innovative work in the housing sector, deriving from 14 different countries. 9. OTHER ACTIVITIES AND NEW PROJECTS IN 2021 14 of private sector companies and non-profit and public sector The total portfolio of EFL members amounts to 1,3 million 10. STUDY VISIT 2021 15 organisations – our associate partners. homes. 11. EFL WEBSITE 15 Through knowledge and experience sharing among members, Alongside this growing member base, EFL operates a number we offer easy access to relevant and recent insights, of strategic partnerships with key European housing industry 12. ADDITIONAL INVESTMENTS IN 2021 16 information and expertise from the European housing sector. players, such as national housing federations and Housing 13. CONCLUSION 18 Through events, research, and project-stimulation and Europe, but also with tenants, united in the International Union facilitation, we make sure our members and associates are at of Tenants. As such, EFL is unique in both its size and its 14. MEMBERS 2020 19 the forefront of innovating property and community composition, which spans multiple sectors, countries, and development in Europe. areas of expertise in the fields of housing, construction, architecture, urban development, IT and social management. EFL is results-driven and member-led. Our members are committed to working together to create concrete results – This Year Plan 2021 presents a number of strategic goals and tangible, worthwhile projects. In doing this, we collectively further builds on the Year Plan 2020 and the projects put in develop tools and services and co-operate in EU funded motion at the strategy and project workshop held at the EFL programmes. EFL’s members and associates are its key Co-Creation Days in the beginning of March 2020. It also drivers; its staff act as facilitators, communicators, and covers EFL’s operations, staff development, proposed consultants. investments and activities for the year ahead. 3 2. STRATEGIC AMBITIONS 2020 – 2021 Stronger Focus on Projects, Outputs and Funding form early project teams, who were able to define goals The ambitions of EFL are by principle based on the aims and output for the most feasible projects. of the members and associates themselves. Every two years, we perform a member survey, through which we Extending Partnerships with Public-Sector Institutions and gain more knowledge about what our members want to Non-Profits get out of their EFL membership. From this, we create a long-term strategy to respond to the goals of our In terms of the strategic orientation of EFL, the members members. The output of this member survey is also expressed a desire for EFL to develop partnerships with discussed during the EFL co-creation days and later on at public-sector organisations, not just those from the the General Assembly. academic or private sector. Many of our members are active in urban development and cooperate with city authorities, During the EFL Co- Creation Days (March 2020), we care institutions and other organisations in the public-sector. discussed the strategic options for EFL and results of the We have, therefore, set a new goal to tighten links with these latest member survey we held in December 2019. It type of organisations and add a new category of associated became clear that the member community is highly partners: “Public Bodies and Non-Profit Organisations”. interested in EFL developing from a network mainly focused Within this category, we offer municipalities (or municipal on exchange and peer-learning, to one that also functions housing departments), philanthropic organisations, non-profit as a co-producer of products and services with concrete networks and other relevant non-profits in the value chain of outputs. These co-creation days formed a perfect platform housing the opportunity to join the EFL network. In 2020, the to launch new ideas, mainly delivered by the members first applications within this category have already been themselves, and the transition from ideas into concrete received and we are in the process of onboarding these new projects. As a cooperation-based network, we managed to public sector members. 4 3. STAFF DEVELOPMENT 2020 – 2021 EFL’s workload has risen sharply in recent years. Due to a continuous growth in the number of members and associates (currently about 70 organisations within the EFL network), the amount of daily and weekly communication with members, both individually as well as collectively, has grown hugely. As well as the pure quantitative growth of the network’s membership base, the evolution of the thematic span and inte- rests of the EFL community has also impacted our workload. EFL members’ expectations that the EFL internal staff team will perform project management tasks is a clear sign that there is increased demand from the network for active EFL staff deployment. Since the Co-Creation Days at the beginning of 2020, a • Website creation and management; number of new projects have been initiated. Many members • Organisation of Study Visits; are really actively engaged this year to do things together, • General Communications and PR: newsletters, come up with ideas for projects, and share policies and website, social media, press and articles; experiences. The ‘new normal’ of homeworking has also led • Academic support: coordination of academic input in to more time and opportunities for engaged members to topic groups, projects, conferences and webinars; work more on EFL projects and ideas. Next to this growing • Education: organisation of the Summer School and trend of very involved and active members, the COVID-19 Executive Course; situation has also increased the initiatives of the EFL staff • CHARM: project dissemination and communication; team. We quickly understood the need to offer alternative • Acquisition: contacting new partners; convincing them of modes of engagement and opportunities to share and learn the value of EFL membership. online, so we started to organise bi-monthly webinars. These webinars are organised and hosted by EFL and The estimated workload translates into the required staffing involve speakers from the EFL community and external of the EFL employees: speakers. The number of topics covered is wide, although • Managing Director they mainly derive from the core activities and interests of General management (1 fte) members and associates. These webinars have been widely • Network Assistant welcomed and appreciated by the EFL community and host Support in all EFL activities (0,8 fte) between 30 and 100 participants each time. • Academic coordinator Including universities and academics in EFL (consultant) To remain active and able to increase our service level and • Support and publications the quality of our outputs, including taking on a more active Newsletter and social media (consultant) project management role, requires additional staff resources in 2021.