LFF strategy: Game Plan 2024

FOREWORD Set to celebrate its 100th anniversary in 2022, Lithuanian Football

over the next four years, but it will be a greater honour and privilege

With our high aspirations for a better tomorrow, we know that we cannot

Federation (LFF) is responsible for the regulation and development

to help turn these goals into a reality to help develop Lithuania as a

drive this development alone. The implementation of this strategy will

of football across Lithuania and has played a key role in contributing

stronger footballing nation.

not only require the support, skills and expertise of our staff, but it will also require the insight and engagement of our partners, volunteers

to the development of football on a global scale as a proud member The pillars within this plan signify the focus areas we will be working

and beneficiaries of the game across the nation. With this in mind, we

on to help achieve this, with the ultimate aim of building pathways and

hope to take all stakeholders on this strategic journey with us with

Over the next 4 years, “Game Plan 2024” provides a clear pathway for

appropriate infrastructures to engage in football as a player, coach,

our implementation activities and we look forward to taking the first

how we want to develop as a national association, to ultimately ensure

official or spectator from grassroots, right the way through to the elite

step in building a greater footballing nation with them through the

that football is not only a sport that inspires every Lithuanian, but it

level. These pathways will be embedded with our own philosophy of play

publication and promotion of “Game Plan 2024”.

is also an experience that provides enjoyment and an opportunity to

and will be key to producing both men’s and women’s national teams

fulfil their dreams.

we can take pride in supporting. Entering this new strategic period with

of both FIFA and UEFA since 1992.

a drive for development, you will also see that women’s football has its Reflecting on our previous strategy “Vision 2020”, despite experiencing

own unique focus within this plan to demonstrate our commitment to

some success in developing new football facilities and increasing

this area of the game.

participation in football by 70%, we want to be braver and more ambitious in what we want to achieve over this next strategic period.

President of Lithuanian football federation

To help articulate this ambition, we have worked closely with the UEFA

Tomas Danilevičius

Grow team as part of our strategy development process and stand proud with this final document we were able to produce. It is an honor Secretary-General of Lithuanian football federation

to have played a part in developing the roadmap for Lithuanian football

Edgaras Stankevičius

2

GAME PLAN

GAME PLAN

3

INTRODUCTION

Lithuania was one of the first countries to declare independence

To build on the momentum and success of Vision 2020, the LFF has

from the Soviet Union in 1990. Since then, the Lithuanian Football

developed its new long-term strategy, Game Plan 2024. This strategic

Federation (LFF) has made significant progress in growing and improving

plan will guide our work over the next 4 years and clearly define our

all aspects of the game. This process began with the establishment in

goals and targets throughout all areas of the game. Using the data and

1991 of the Lithuanian Club Championships. Shortly after, on the 9th

insight generated over the last strategic period we have identified both

December 1991, the Federation was readmitted as a member of FIFA and

our strengths and weaknesses and through this targeted our resources

became a fully fledged member of the European football family at the

to the areas where we can make the biggest difference.

1992 UEFA Congress in Gothenburg. LFF is extremely proud of its inclusion within European and World football and is fully committed to playing its

Through the implementation of Game Plan 2024 we will inspire people

role developing the game both domestically and internationally.

of all ages and backgrounds to become involved in our wonderful game, provide them with the opportunities to enjoy and develop and build

In 2016, LFF launched its first strategic plan ‘Vision 2020’. Through the

an infrastructure and workforce that is reflective of best practice.

implementation of this strategy, LFF where able to facilitate positive

Ultimately, we are committed to building a strong and competitive

changes throughout all aspects of the game. Making improvements

representation across all age groups and forms of the game that

to its footballing infrastructure and providing much needed support

makes all Lithuanians proud.

and education to its football workforce. In addition, LFF worked hard to increase levels of participation, improve talent development and put in place the foundations for the future development and improvement of the National Team.

INTRODUCTION

5

CONTENTS

FOREWORD

UNDERSTANDING OUR CURRENT CONTEXT

4 2

12 8

INTRODUCTION

6

PARTICIPATION

ELITE PERFORMANCE

21 16

STRATEGY OVERVIEW

WORKFORCE DEVELOPMENT

31 26

TECHNICAL DEVELOPMENT

OPERATIONAL MANAGEMENT

42 36

WOMEN’S FOOTBALL

IMPLEMENTATION OVERVIEW

52 47

INFRASTRUCTURE

57

ENGAGEMENT

INTRODUCTION

INTRODUCTION

5

Numbers and levels of coaches

±600

341

UEFA B number of licenses now

235 161

107

35

131

2 800 000

1

Under 19

58 755

3500

7571

3100

30

46 33

35 42

Under 19

small

10

19

Under 17

full

Artificial outdoor

±500 000

Children in education

Population

UEFA PRO number of licenses now

UEFA C number of licenses now

±1 490 000

65 300 km2

National Team FIFA ranking

UEFA A number of licenses now

MAIN CHANNEL “LIETUVOS FUTBOLAS“

Academies using Anderlecht programme

300

Academies using other programmes

221

Artificial outdoor

Active referees (all divisions)

WOMEN CHANNEL “MOTERYS UŽ FUTBOLĄ“ FIFA referees

578

YOUTH NATIONAL TEAMS “LFF JAUNIMO RINKTINĖS“ 5651

9

TOP division referees

9208

5

full

small

Artificial indoor

3

22

TOP division assistant referees

30

FIFA assistant referees

Artificial indoor

FUTSAL

6

12

I division referees Women referees

6138 294

5319

GRASSROOTS “FUTBOLAS VISIEMS“ 5738

127 ±17 000

0-18

±7 900

±10 000

18-65

±600

±27 000

Total

±8 500

677

Registered players

UNDERSTANDING OUR CURRENT CONTEXT

2

34

I division assistant referees

ELITE YOUTH LEAGUE “ELITINĖ JAUNIŲ LYGA“

2

±1 310 000

Numbers of none registered casual players

LFF C number of licenses now

Under 17

UNDERSTANDING OUR CURRENT CONTEXT

±25 000

Clubs

Grass pitches

Women assistant referees

Regional association

24

Futsal referees FIFA referees

10

7

2

10

Beach soccer referees FIFA referees

2

9

OUR VISION

OUR MISSION Using the positive power of football, we will ensure that anyone in Lithuania who wanted to play or support our game can access, welcoming, enjoyable and developmental opportunities.

EVERY LITHUANIAN – INSPIRED BY FOOTBALL – ENJOYING FOOTBALL – FULFILLING THEIR DREAMS

For the most talented, we will deliver an inspirational pathway that brings dreams to life. We will embed Football as the number one sport in Lithuania.

OUR VALUES

HONEST AND OPEN

PASSIONATE

ONE TEAM

PROFESSIONAL

DEDICATED

# OUR GAME UNDERSTANDING OUR CURRENT CONTEXT

UNDERSTANDING OUR CURRENT CONTEXT

11

We are driven by a desire to grow and develop football throughout Lithuania. We are committed to breaking down the barriers that stop people getting involved and to helping people develop new skills and confidence. Ultimately, we want to use football to change and improve people’s lives. To ensure our efforts are relevant and impactful we will continually listen and learn to our players, our workforce and

STRATEGY OVERVIEW

our partners. By doing so we will generate the insight required to enable us to adapt our approach and deliver against future needs and aspirations.

To structure and prioritise our work we have built our strategy around 8 pillars. Through the implementation of each pillar we will focus our attention on overcoming specific challenges and delivering measurable impacts.

Our strategy will be delivered through a combination of own dedicated team and our valued partners. This collaborative approach provides us with unique skills and expertise, enabling us to deliver meaningful and sustainable results. We will continually assess the impact of our work and will remain agile and flexible, ensuring that we positively respond to opportunities and refine our delivery when our approach can be improved.

STRATEGY OVERVIEW

13

PARTICIPATION

GOAL

IMPACT

We will increase the numbers of people playing football within Lithuania

Increase the number of LFF registered players from 31,000 to 45,000

ELITE PERFORMANCE

#GAMEPLAN WILL FOCUS ON THE FOLLOWING 8 KEY AREAS.

We will ensure the identification and progression of talent into our National Teams is effective and efficient

GOAL

IMPACT

Implement and effectively embed a data driven system with profiling capabilities

WORKFORCE DEVELOPMENT

GOAL

IMPACT

TECHNICAL DEVELOPMENT

GOAL

We will implement a national technical development system to raise the quality of performance and talent development

We will provide our workforce with high quality development opportunities for on and off the pitch activities

Deliver a comprehensive programme of training that is inclusive of all opportunities our stakeholders can also provide

IMPACT

14

#GAMEPLAN WILL FOCUS ON THE FOLLOWING 8 KEY AREAS.

We will be true to our values in everything we do GOAL

IMPACT

INFRASTRUCTURE

OUR VISION

WOMEN‘S FOOTBALL

EVERY LITHUANIAN – INSPIRED BY FOOTBALL – ENJOYING FOOTBALL –

GOAL

We will grow the women’s and girls’ game within Lithuania

GOAL

We will improve all year-round playing provision to support youth technical development and elite performance programmes

OUR MISSION Using the positive power of football, we will ensure that anyone in Lithuania who wanted

IMPACT

Increase the numbers of registered women and girls by 30% IMPACT

STRATEGY AT A GLANCE

Position LFF in a positive light and deliver a compelling narrative supporting our case for investment to secure the appropriate funding for improvements

STRATEGY AT A GLANCE

Fully integrate and embed LFF values into all federation recruitment, performance management and training with the launch of an LFF code of conduct

ENGAGEMENT

GOAL

We will increase the level of awareness and connection towards the LFF brand

to play or support our game can access, welcoming, enjoyable and developmental

FULFILLING THEIR DREAMS Ensure minimum standards are implemented within all youth team structures and all grassroots teams

OPERATIONAL MANAGEMENT

opportunities.

For the most talented, we will deliver an inspirational pathway that brings dreams to

IMPACT

We will increase the net positive image score of Lithuanian football federation to +20% in line with UEFA image research

life. We will embed Football as the number one sport in Lithuania.

15

OUR PLEDGE We

are

committed

to

significantly

increasing

levels

of

participation. Through our efforts we will give all those who want to play football, irrespective of their geographic location and backgrounds the opportunity to play, enjoy and develop within our game. Our approach will start within schools and continue across a wide array of community settings.

PARTICIPATION

Whilst our priority will be to encourage and support children to develop a lifelong footballing habit, we will also work hard to enhance provision and opportunities for young and older adults. Through our work we will break down barriers to participation ensuring that all communities feel welcome and able to join our football family. Through the implementation of our strategy we aim to embed football as the number one sport within Lithuania.

PARTICIPATION

17

THE CHALLENGE WE FACE

OUR GOALS

Regular participation in football can and does positively enhance

To achieve our goal of increasing the numbers of registered

people’s lives. Academic research has consistently demonstrated

players, we will focus our work on the development of a

footballs ability to galvanise communities, overcome social challenges and deliver significant physical and mental health benefits. Despite this proven impact, many people struggle to get involve. For some

OBESITY AMONGST YOUNG PEOPLE 7 - 17 YEARS OLD

consistent and joined up pathway of opportunities within schools,

individual and group perceptions of sports participation.

and performance pathway.

ACTION WE WILL Market our game in an inspirational way making it easy and appealing to engage with

66.4 % normal weight 15.4 % overweight

Make football opportunities available for everyone who wants to play regardless of age, gender, ability, race, social status, religious beliefs or geographic location

12% underweight 6.2% obese

Whilst LFF cannot solve every challenge, we can and must ensure that

We will increase the numbers of people playing football within Lithuania

then be linked through our regions to a structured talent development

shortage of suitable facilities, for others it may be due to a lack of these physical barriers are cultural challenges associated with both

GOAL

academies, clubs and communities. This participation pathway will

this may be caused by a negative experience within schools or a suitable coaching, competition or organised programmes. Underlying

1

CHILDREN PHYSICAL ACTIVITY

to engage with irrespective of location or social background. We must also continually monitor our performance in order to demonstrate the social impact delivered through and engagement with football.

PHYSICALLY PASSIVE

sport for as many people as possible. It is our role to make football easy

UNDER THE MINIMUM RECOMMENDATION

we are doing all we can to provide an appealing, welcoming and safe

IMPACT WE WILL Increase the number of LFF registered players from 31,000 to 45,000 by 2024

51 %

80 %

18

PARTICIPATION

PARTICIPATION

19

2

3

GOAL We will increase and strengthen the development of football within schools and education

ACTION WE WILL Ensure our activity and guidance is child-centred and inclusive Stimulate and deliver structured football activities with primary and secondary education Strengthen our links with universities to encourage and support more young people to engage with playing, leadership, coaching and refereeing

IMPACT WE WILL Increase the number of registered primary schools participating in LFF activity by 100 by 2024

GOAL We will strengthen levels of club development ensuring effective links between schools and clubs

ACTION WE WILL Established and embedded effective links between our kindergarten, primary and secondary schools’ activities and their local clubs ensuring a seamless pathway is provided

IMPACT WE WILL Establish a minimum of 30 links between the LFF kindergarten programme and clubs per annum Establish links between a minimum of 10% of our registered primary and secondary schools and clubs by 2024

Increase the number of registered secondary schools participating in LFF activity by 100 by 2024 Increase university competition participation by 20% by 2024

20

PARTICIPATION

TECHNICAL DEVELOPMENT

OUR PLEDGE

THE CHALLENGE WE FACE

We are committed to the identification, nurturing and development

In recent times the identification and development of talent

To fulfil potential requires our talented players to access high quality

of the talent within our sport. We want all players with an aspiration to

has changed exponentially. Every element of world class talent

and consistent competition. Currently this is not always available. Our

play for our national teams to have the opportunity to do so. To achieve

identification and development is now insight driven and delivered

strategy must incrementally raise standards of all our competition

this, we will build pathways to engage from school to a professional

through a holistic approach which gives equal focus to on and off the

formats. Linked to this our clubs maybe reluctant to allow their best

playing career and beyond, presenting all individuals with a lifetime of

pitch activities. For LFF to replicate this best practice we must first

players to move through the system as this can dilute their performance.

opportunities in the process. We want our nations girls who have been

positively change our operating culture.

Whilst this reluctance is understood, we need our clubs to be supportive

inspired by the growth in women’s football to understand that we are

of our talent development efforts.

committed to helping them make their dreams a reality.

Whilst a great deal of our previous practice will have positive elements, no change will result in us going backwards. We need our existing coach

Understandably some people and organisations will be sceptical about

Talent is of course much broader than just players. To make our sport a

educators, mentors, coaches, referees, and talent scouts to have an

new approaches and reluctant to engage. We need to use the data and

success we must help our most talented coaches and referees to achieve

inbuilt desire to adopt and adapt to new techniques. We need our new

insight we gather to clearly demonstrate the positive impact that it can

world class standards and we must identify and support the most skilled

coaches to be committed pupils with a hunger to learn best practice and

create. To achieve this, we will work with Universities to analyse our

psychologists, physiologists, nutritionists, and administrators to build

we need our players to accept that they must play their part in working

approach.

our holistic approach. In summary LFF is committed to helping people

harder than ever to reach their potential.

with talent to fulfil their potential.

Our country is large and diverse with football being delivered in a range of settings, consequently many clubs, coaches and scouts will

365 FOOTBALL CLUBS

be unaware of what is expected of them. To overcome this, LFF must provide committed leadership, backed up by easy to access and use

GRASSROOTS

245

systems and structures. Our behaviour will cultivate similar behaviour throughout out footballing family.

FUTSAL BEACH FOOTBALL CLUB

22

TECHNICAL DEVELOPMENT

TECHNICAL DEVELOPMENT

SCOUTED YOUTH PLAYERS

27

9

535

50 23

2

OUR GOALS

GOAL We will implement a national technical development system to raise the quality of performance and talent development throughout our grassroot and youth programmes and teams

1

3

Our talent identification and development efforts will be built around a standardised and data driven process. Over the next four years we will embed this new system into all layers of our talent pathway. This process will begin within our boys and girls of all national

GOAL We will analysis and support all Football Schools in Lithuania ensuring that irrespective of their size or organisational form they meet minimum standards of performance

age group squads and then cascade through our regional squads, clubs and schools. In addition, this approach, we will work with our regions ACTION

and clubs to improve the standards and consistency of our competition and leagues, ensuring the right level of competition for all players. Our scouting will become data and insight driven and we will be open and transparent in our selection. To underpin this work, we will work hard to embed a new performance culture.

WE WILL We will conduct a comprehensive review of all football schools, and publish the expected standards of organisational performance We will proactively support all Football Schools ensuring they are able to achieve and ideally exceed minimum standards

IMPACT

WE WILL Launch and promote LFF performance standards and certification process by 2020 Implement LFF programme of support within 2021 Certificate a minimum of 30 Football Schools by 2021

ACTION

WE WILL Use certification process to ensure minimum standards of coaching and supervision are embedded in our clubs and that all A, 1st and 2nd division clubs have youth teams within their structure Use the Anderlecht programme to design and implement a new talent identification and development system, from grassroots to national teams

Provide Regional Associations with methodological assistance to support their player development planning Deliver appropriate workshops and conferences to positively change the mentality of coaches, managers, and leaders of organisations working in Lithuanian youth football development

IMPACT WE WILL Ensure minimum standards are implemented within all youth team structures by 2021 and all grassroots teams by 2024 Ensure all A League teams have youth structures by 2020, 1st division clubs by 2020 and 2nd division teams to have youth structures by 2022 Launch an LFF talent identification system in 2020 Embed the new LFF talent ID and development system within all clubs by 2024

GOAL We will continually seek to improve our talent scouting and development ensuring our most talented players are identified and supported within our development system

ACTION WE WILL Integrate the efforts of different stakeholders in youth football such as public - private football clubs and private academies Align elite youth competition to the Anderlecht model to improve its strength and depth Increase the numbers of teams participating in the Ateitis Cup and explore the relevance of developing a new LFF Youth Tournament

IMPACT WE WILL Launch and implement a new LFF talent scouting system and national player database by 2020 ensuring all youth players are monitored by 2024 Implement full alignment and relevant changes to competition system by 2022

Deliver an annual programme of talent development workshops, briefings, and conferences from 2020 onwards 24

TECHNICAL DEVELOPMENT

TECHNICAL DEVELOPMENT

25

OUR PLEDGE We are committed to building successful national men’s and women’s teams that our country can be proud of through the implementation of a seamless pathway of training and development built around our own coaching philosophy and the Anderlecht vision. Our work will combine both decentralised and centralised principles ensuring all our elite players benefit from a holistic approach.

ELITE PERFORMANCE

We will continually and consistently use data and insight to track levels of performance improvement and be agile and responsive when things need to be adapted. We will recruit and develop the very best coaches and demand the very highest on and off the pitch standards of behaviour and effort from our players. Ultimately, we are committed to delivering measurable improvement in all our national teams.

ELITE PERFORMANCE

27

OUR GOALS

To achieve measurable international improvement requires

To achieve our goal of improving national team performance,

the highest levels of physical, tactical, technical and mental

we will focus our work on the implementation of a new data

preparedness. Currently LFF are unable to consistently deliver this

and insight driven philosophy. We will ensure this process is

approach throughout our technical development and national teams’

systematically embedded throughout our talent development pathway.

structure. Consequently, our elite coaches cannot embed the right

We will improve the consistency and standard of our club and regional

working practices throughout our country, nor can they gain the insight

competition and ensure that its scheduling aids the performance of

they need to make informed decisions. As a result, talented players

the National Teams. Through our workforce development we will make

maybe missed and those that form the National squads might lack

sure that our elite coaches are continually exposed to international

80

FIFA NATIONAL TEAM RANKING

85

131

best practice and our governance and licencing embeds minimum MOST RECENT

performance. Given this the lack of Lithuanian’s playing for professional

107

AVERAGE

Being exposed to professional and competitive structures aids

MOST RECENT

elements of preparation to perform effectively.

AVERAGE

THE CHALLENGE WE FACE

performance standards throughout our sport.

1

GOAL We will improve the performance and ranking of our National Senior Team and National Age Group Teams

ACTION WE WILL Use the Anderlecht model to implement a standardised and holistic training system throughout our National Senior Team structure Enhance the use of our National Training Centre ensuring it becomes the central focus for National Senior Team preparation Improve the rankings of our National Teams

clubs represents a challenge. Through this strategy period it will be IMPACT WE WILL Fully embed the Anderlecht model into our National Team Structure by 2020

important to increase the numbers of male and females gaining internal club

experience. Currently our system lacks the required data and

insight as new systems have not been rolled out fully. In addition, the inconsistencies in competition schedules make national team selection and training more complex than they need to be.

495

Reach full training centre optimisation by 2020 Maintain or better a FIFA ranking position of top 100 for our Men’s National Team

MALE PLAYERS IN FOREIGN CLUBS

28

Incrementally increase the FIFA ranking position of our Womens Team

ELITE PERFORMANCE

ELITE PERFORMANCE

29

2

3

GOAL We will ensure the identification and progression of talent into our National Teams is effective and efficient

ACTION WE WILL Help our most talented young players to gain playing contracts in domestic and international professional clubs Implement a data driven talent tracking system to monitor and support our most talented National Team and Age Group team players Develop high elite player profiles using both domestic and international players as the benchmark to influence and support future talent identification

WE WILL Fully implement data driven system by 2021

IMPACT

GOAL We will create an elite management and coaching structure for all National Senior and Age Group Teams

ACTION WE WILL Recruit and support highly qualified and skilled individuals to deliver the on and off pitch requirements of the LFF elite development system

IMPACT WE WILL Complete coaching, support, and management staff recruitment process by 2020 to all National Senior and Age Group Teams Maintain and continually enhance the staff recruitment process

Profiling system to be fully operational and embedded by 2021

30

ELITE PERFORMANCE

WOMEN’S FOOTBALL

OUR PLEDGE

THE CHALLENGE WE FACE

Womens football is now a global phenomenon with millions

Despite the meteoric rise of the women’s game some cultural

Other national such as Norway, USA and the UK have clearly demonstrated

of spectators watching the women’s World Cup and the

prejudices still exist. A minority will perceive that women and girls

how rapidly women’s and girls’ football can grow if the right structures

cannot play at a high standard, whilst others may perceive that playing

and resources are put in place. Through replicating this best practice

a physical game such as football is not suitable or appropriate for

LFF are committed to placing Lithuanian women’s and girls’ football

women and girls. Although LFF has already broken down many of these

firmly on the map.

world’s top clubs investing significant resource to ensure

REFEREES

they can compete within the most prestigious tournaments.

Girls now have the same footballing aspirations as boys and have fantastically positive role models to follow.

We are committed to making Lithuania a positive and vibrant place for women and girls to play football. To achieve this, we will

106

107

NATIONAL WOMEN’S TEAM RANKING

perceived barriers it is acknowledged that more work is required to

ensure women’s football shares a comparable profile with the men’s

11

game. Through this approach the written, broadcast, and social media channels need to become positive and proactive champions of women’s

actively promote the many opportunities that exist, making sure

and girls’ football.

36 UEFA Pro licence

that any female inspired by football finds it easy and welcoming to get involved. LFF will ensure that a comparable women and

Underpinning these perceptions are several practical areas that need

girls talent pathway is in place and that are national team has the

consideration. Although there are general issues with the football

necessary resources to fulfil its potential. In addition to players,

infrastructure in Lithuania, particularly

we will encourage and then support females to take up coaching and refereeing with a vision to have a comprehensive network in place by 2024.

TEAMS

5

8

43

327

MATCHES

GIRLS BOYS

40

112

212

3834

suitable changing facilities,

the impact of this is more acutely felt in the women’s game. Similarly, some women and girls may struggle to find coaching opportunities that

1

GIRLS

Looking forward it will be important to amend historic practices ensuring BOYS

12 Women’s Senior National team

10 Men’s Senior team

UEFA A licence 128 17

are tailored to their needs and aspirations as many of the available opportunities will be built around overtly male coaching techniques.

COMPETITIVE MATCHES

COACHES

36

UEFA B licence 242 55

23 Women’s youth national teams

74 Men’s youth national teams

they are amended to suit the needs of both genders.

Local C licence 205

32

WOMEN’S FOOTBALL

WOMEN’S FOOTBALL

33

3

1

OUR GOALS Our goals for women and girls will focus on growing the game.

Through this approach, we will increase the number and range of

GOAL We will work with the media to positively promote the women’s game ensuring all women and girls inspired by football find it easy and welcoming to get involved

opportunities to play within schools, clubs, and regions. Our technical development and talent identification programmes will mirror that of

ACTION

the men’s game, ensuring that any women and girls with talent can

WE WILL

progress to their full potential. To underpin these efforts, we will actively

Deliver a combined and collaborative communications approach ensuring the media and LFF communication channels significantly expand the promotion of women and girls’ football

build and strengthen our woman’s and girls coaching and refereeing workforce and look to improve the facility infrastructure ensuring it is more suitable for female participants.

At LFF we will ensure that we have a positive gender balance within our team and ensure that there are equal opportunities for women to secure the most important roles. In addition, our goal is to work with all

GOAL We will provide opportunities for all women and girls with talent to reach their potential and develop a National Womens Team that Lithuanians can be proud of

2

Inspire the next generation of players by supporting the media, in their publication of human-interest stories and case studies that promote inspirational projects and Lithuanian and international female role models Use the UEFA and FIFA Women’s Championships to encourage more women and girls to engage in football through playing and none playing opportunities

GOAL We will grow the women’s and girls’ game within Lithuania

ACTION WE WILL Increase the number of playing opportunities by supporting the formation of new women and girls’ clubs and through an improvement in the quality and quantity of male and female coaches and referees supporting the women’s game Ensure that all regions of Lithuania are committed to providing the necessary opportunities to develop women’s football Amend LFF club licencing requirements to stipulate that all clubs should develop women and girls’ sections/teams

forms of media to ensure that negative perceptions are broken down and replaced with positive and inspirational that consistently promote women’s football.

IMPACT

WE WILL Deliver an LFF women and girls communications and marketing plan to increase the football and lifestyle coverage of women and girls’ football in written and broadcast media and within LFF communications channels by 2021 Deliver, from 2021, targeted campaigns to encourage more families to spectate and more women and girls to play and engage in coaching, refereeing or football careers

34

WOMEN’S FOOTBALL

IMPACT WE WILL Increase the numbers of registered women and girls by 30% Launch revised licencing requirements with the executive committee in 2021 All A League clubs to have a women’s section/team by 2021 All 1st League clubs to have a women’s section/team by 2022 All 2nd League clubs to have a women’s section/team by 2024

WOMEN’S FOOTBALL

ACTION WE WILL Implement and embed the same national performance vision, identification and scouting system for boys, girls, men, and women, in line with the Anderlecht vision.

Restructure and enhance the pyramid of women’s football competitions We will improve the performance and ranking of our National Girls Age Group Teams Raise our women’s team ranking through increased exposure to high level international competition

IMPACT WE WILL Implement and embed the women and girl’s talent ID/scouting, development, and elite performance programmes by 2021 Establish one a minimum of one more youth elite league by 2022 Increase the number of teams in the highest league from 6 to 8 Develop and deliver Regional Youth Competitions in women’s football as a pilot project by 2021 Support each Girls/Womens Age Group team - U15, U17, U19, to improve on the stage of progression reached within an official championship in the preceding year Target inclusion in both UEFA and FIFA qualification rounds by 2024 Improve the Womens National Team ranking to within the top 100 by 2024 35

OUR PLEDGE Our sport is not only reliant on the quality and quantity of our coaches, referees, organisers and volunteers, but also the knowledge and commitment of all staff across LFF to support them in their roles. We are committed to providing comprehensive and relevant support to this vital network. We will provide high-quality and targeted education and training, linked to the provision of advice

WORKFORCE DEVELOPMENT

and guidance to facilitate ongoing learning and development. We will continually strive to deliver our support through both face to face and online means. We want all our workforce to be able to benefit from our services in a way that is relevant and accessible to them.

To underpin our support, we will implement new quality standards throughout our sport and target our resources to organisations that demonstrate best practice. We will facilitate the sharing of ideas through the delivery of events and online networks. Most importantly we will look to recognise and highlight the fantastic achievements and dedication of our workforce.

WORKFORCE DEVELOPMENT

37

THE CHALLENGE WE FACE

UNIVERSITY STUDENTS PURSUING A SPORTS CAREER

Volunteering represents a big personal commitment. Often

To deliver safety and well-being for our workforce and the people

people are reluctant to become involved as they have a fear of

they support will require the implementation of new operating

the unknown. Our recruitment must project the many positive

standards throughout our club structures. These must be delivered

2019

benefits of involvement. In addition, recruitment must be targeted,

in a supportive but obligatory way.

2018

a parent volunteer will have different motivations and needs than

2017

a sports student at University. Similarly, different genders and

Those who have been involved in the sport for many years may

sectors of our sport will require a differing approach.

have fixed views and be reluctant to adopt new thinking. These

2016

cultural perceptions must be broken down if the sport is to

20

40

60

80 100

%

progress.

Volunteers already in the system will often be time poor.

Overcoming this challenge will require support to be delivered locally and through flexible formats. Education and training must be rewarding rather than an unwelcome burden. In a similar way, volunteering often costs and individual money. Consequently

Coaches

Referees

education, training and development must be affordable allowing all people who want to develop the opportunity to do so.

73 611

Teachers in our schools will often lack the knowledge and

11 106

confidence to deliver modern methods of football development.

To facilitate success in our school’s programmes will require highquality support for this workforce.

38

WORKFORCE DEVELOPMENT

WORKFORCE DEVELOPMENT

39

OUR GOALS

2

1

To deliver measurable improvements within our voluntary and paid workforce, we will focus our work on the provision of a joined-up pathway of education and training. This

GOAL We will make coaching, refereeing, leadership and volunteering appealing and relevant

3

GOAL We will provide our stakeholders with high quality development opportunities for on and off the pitch activities

GOAL We will work with our clubs to embed the LFF Community Club model

will begin within schools and progress through our clubs and talent development pathway. Our work must enable talented and motivated individuals to progress from volunteer to paid opportunities. Our work will stimulate interest, make getting involved easy, facilitate progression, and allow people to reach the panicle of our sport.

WE WILL

ACTION

Conduct market research with specific groups to identify distinct needs and aspirations Produce and implement specific marketing campaigns encouraging people from all ages, genders, and backgrounds to engage in coaching, refereeing, leadership, and volunteering Promote progressive education and development pathways and employment opportunities for coaches, referees, leaders, and volunteers

WE WILL Complete market research within 2020

IMPACT

ACTION WE WILL Deliver a calendar of administrative and management training for our football stakeholders based on best European practice Work with our international stakeholders such as UEFA, FIFA and other NAs to develop and provide additional training opportunities

IMPACT WE WILL Deliver a comprehensive programme of training from 2021 that is inclusive of all opportunities our stakeholders can also provide Support a minimum of 2 candidates per year through the UEFA Certificate of Football Management

ACTION WE WILL Work with all A and 1st league clubs to adopt the LFF Community Club model Progressively increase the number of lower league clubs to adopt the LFF Community Club model status

WE WILL Implement changes to licence scheme by 2021

IMPACT

Ensure all A and 1st division clubs adopt and fully integrate the Community Club Model by 2024 Ensure a minimum of 50% of 2nd division clubs adopt and fully integrate the Community Club Model by 2024

Deliver a minimum of 1 targeted web and social media marketing campaign each year Publish and refresh progressive pathways and employment opportunities within the workforce pages of the LFF website by 2020

40

WORKFORCE DEVELOPMENT

WORKFORCE DEVELOPMENT

41

OUR PLEDGE In partnership with a range of stakeholders, we are committed to providing high quality, welcoming and accessible football facilities throughout Lithuania. Some of these developments will support our participation goals whilst others will add significantly benefit to our technical development and elite performance agendas. In addition, we will work with schools and private partners to advice and guide them

INFRASTRUCTURE

on the correct facilities to build.

The implementation of our infrastructure goals will establish both indoor and outdoor provision. We will also develop a balance between grass and synthetic pitches. Through this approach we will ensure that football is available to our players all year round. In addition to our players we also want to support the development of highquality spectator venues, giving our committed football fans a great experience.

INFRASTRUCTURE

43

THE CHALLENGE WE FACE Although a lack of suitable facilities doesn’t prevent people from

OUR GOALS

FULL SIZE

To deliver our infrastructure goals, we will focus our work on

41 Artificial 127 Natural

playing and enjoying football, it does influence the level of enjoyment and the quality of talent development. Playing on a poor or dangerous pitch can easily put off an eager first-time player, similarly a poor pitch can

the development of targeted facilities in locations where they can have the biggest impact. We will work with a range of partners to our infrastructure work we will look to address challenges associated with

full potential. Currently, work needs to be done to improve the quality of

weather and geography. We will also look to support facilities that have

our pitch provision.

the potential to develop both participation and technical development.

Underpinning this we will provide advice and guidance to partners to help

SMALL SIZE

242 339

pitch is available, then a potential player or team will choose other leisure pursuits. Again, the geographic spread of our facilities is inconsistent and

GOAL We will improve all year-round playing provision to support youth technical development and elite performance programmes

generate the investment required to bring these facilities to life. Through

also significantly impede the ability of a talented player to progress to their

Being able to access a pitch locally is an equally big challenge. If no suitable

1

them make informed facility development decisions.

Artificial Natural

WE WILL

ACTION

Work with the Government and the Ministry of Sport to secure long term strategic investment into the countries football infrastructure Work collaboratively with municipalities, clubs, and commercial partners to secure investment funding to support the development of Lithuania’s football infrastructure

needs to be addressed.

IMPACT WE WILL Position LFF in a positive light and deliver a compelling narrative supporting our case for investment

The seasonal variations in Lithuanian weather means that training, development, and competition can easily

INDOOR

112

44

Build and promote a robust business case that clearly demonstrates the economic and social benefit of being associated with future infrastructure development

INFRASTRUCTURE

INFRASTRUCTURE

45

2

3

GOAL

GOAL

We will significantly enhance the training infrastructure for our technical development and elite performance programmes

We will enhance Lithuania’s stadium provision and establish a benchmark for future project development

ACTION WE WILL Undertake feasibility and business studies for the development and enhancement of regional technical development training facilities in 3 regions that comprise a mix of hybrid/natural pitches and supporting infrastructure across a regional area

ACTION WE WILL Work with both local and state Government, to secure the funding required to build the countries first UEFA category 4 stadium.

IMPACT WE WILL Subject to successful feasibility studies support the development of technical development training facilities within the 3 regions of Vilnius, Kaunas, and Klaipeda by 2024

Ensure the stadium can host up to 15,000 spectators for national team matches and can facilitate the possibility of bidding for major UEFA events, whilst also being used by Lithuanian clubs that progress in UEFA club competitions.

Play an active role in supporting the concept of a stadium in Vilnius, with the vision for this to be one of the best stadia in the Baltic countries

IMPACT WE WILL Support completion of the construction of the Kaunas City stadium by 2022 Support feasibility and business planning of a stadium in Vilnius between 2020 and 2024

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INFRASTRUCTURE

OPERATIONAL MANAGEMENT

OUR PLEDGE

THE CHALLENGE WE FACE

We are committed to becoming one of the most efficient and

National Associations operate in a complex and quick paced

effective National Associations in the UEFA family. We want

environment where demands on our time regularly change. In

our efforts to be reflective of best practice. To achieve this, we will

addition, we work continually in the public eye. The public and the

work collaboratively with other National Associations (particularly

media will often and quite rightly scrutinise the work we do. These

in the Baltic Countries) to learn from their experience and share our

are challenges we welcome as we are responsible for growing and

learnings. Across Lithuania we want to be a transparent, honest, and

developing Lithuanian’s number 1 sport and ultimately for generating

approachable National Association. We want to create and maintain

national pride through the performances of our national team.

supportive relationships with all our key stakeholders and partners and deliver a consistently beneficial return for the support we receive.

Underpinning these challenges is the acknowledgement that football is seen as a wealthy sport and can therefore solve every problem.

Internally we are committed to be an excellent organisation to work for.

Although LFF is better off than many other NA’s it has limited funds.

Supporting all our staff with the development of their careers through

Consequently, we must prioritise our work ensuring that we invest

the delivery of high-quality training and development opportunities.

in projects that will deliver the biggest impact. This might not make

We want to be recognised for excellence.

us popular however it must be done if we are to succeed. From a performance perspective, we will again implement changes and systems that are new and potentially unwelcomed. Again, we must be courageous in approach to changing the performance culture.

48

OPERATIONAL MANAGEMENT

OPERATIONAL MANAGEMENT

21st

out of 55 national associations in overall annual revenues

24st out of 55 national associations in annual tickets and hospitality revenue

29st out of 55 national associations in annual media rights revenue

49

OUR PLEDGE

1

We are committed to becoming one of the most efficient and effective National Associations in the UEFA family. We want

2

GOAL

3

GOAL

We will be true to our values in everything we do

We will be transparent, honest, and insightful

ACTION WE WILL Embed our values into all elements of our organisation and through all activities that we develop

ACTION WE WILL Produce and publish impact reports detailing progress against each of our strategic goals

our efforts to be reflective of best practice. To achieve this, we will work collaboratively with other National Associations (particularly in the Baltic Countries) to learn from their experience and share our learnings. Across Lithuania we want to be a transparent, honest, and approachable National Association. We want to create and maintain

Facilitate interactive questioning and debate through our General

supportive relationships with all our key stakeholders and partners and deliver a consistently beneficial return for the support we receive.

Internally we are committed to be an excellent organisation to work for.

Supporting all our staff with the development of their careers through the delivery of high-quality training and development opportunities.

We want to be recognised for excellence.

50

IMPACT WE WILL Fully integrate and embed LFF values into all federation recruitment, performance management and training by 2021 Launch an LFF code of conduct for

GOAL We will undertake insight driven business planning to ensure we maximise all communications and commercial opportunities available to LFF

ACTION WE WILL Create an annual business plan and related budget to structure delivery and support ongoing prioritisation

Assembly and other key forums Publicise key learnings to support all sectors of the sport

IMPACT WE WILL Develop and refresh an annual internal business plan to guide the work of the executive committee, all other committees and LFF staff

IMPACT WE WILL Produce and publish an annual impact and key learnings report at the LFF General Assembly

LFF executive committee LFF Staff National Teams LFF supported projects

OPERATIONAL MANAGEMENT

OPERATIONAL MANAGEMENT

51

OUR PLEDGE We are committed to making football a sport that all Lithuanians can be proud of. Irrespective of age, gender or social background we want to make football appealing and relevant to everyone. Outside of our Lithuania, we want to be considered a country with great ambition and a desire to welcome international visitors to high quality football events.

ENGAGEMENT

We want to give our media the opportunity to say positive things about our sport and we want to celebrate the many successes. In addition to profiling our players as role models we will highlight the incredible dedication of our coaches, referees, volunteers and organisers.

ENGAGEMENT

53

THE CHALLENGE WE FACE Many

Lithuanians

passionately

follow

football;

however,

a

significant proportion of their interest lies with football outside of

OUR GOALS S

P

E

PER GAME

C

T

A

T

O

R

S

LFF WEBSITE

LFF will be ambitious in its communication efforts. Through the implementation of our goals we will ensure that football is

our country. We need to redress this balance and create more reasons

inclusive, appealing and welcoming. We will be progressive in our

for people to look at our sport from an internal perspective. In a similar

approach and use all communication channels to portray a modern and

way to other countries there are cultural and societal challenges that

accessible approach. To demonstrate our international credentials, we

need to be confronted. Most notably, football continues to suffer from

will actively bid for the hosting of high-profile international matches.

inbuilt prejudices, including sexuality, racism and women’s and disability

In addition, we will continually embrace our role in changing negative

football. These cultural biases are unacceptable and LFF will make sure that it plays it’s part in changing perceptions ensuring we become a tolerant and inclusive sport that demonstrates best practice.

In addition, football will continually face communication challenges relating to the wealth and conduct of elite players, the inappropriate actions of professional clubs, and the ongoing challenges associate with hooliganism. Whilst these perceptions will not go away, LFF can do a great deal to communicate the many positive things that are going on within

4000 Male NT matches 450 Female NT matches

lff.lt Users 160 000 Page views 1 155 000

perceptions and behaviours. We want to be a sport that is open, welcoming and relevant to all.

35 A team matches

GOAL We will be modern and inclusive in our communication approach and make football the number one sport in Lithuania

WE WILL

ACTION

Build positive relationships with written, broadcast and online media to ensure that we provide relevant and current content, that informs and shapes public opinion

IMPACT WE WILL Implement a specific LFF communications and engagement strategy in 2020

lietuvosfutbolas.lt 398 A team matches

1

Users 203 000 Page views 5 034 000

our sport.

Looking inwards, LFF appreciate that it continually needs to work on its own image. The general public may have little knowledge of what LFF does or feel that it is a poor organisation. Whilst we should not look for praise, we should seek to generate significant respect for the work we do.

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ENGAGEMENT

ENGAGEMENT

55

2

3

GOAL We will increase the level of awareness and connection towards the LFF brand

WE WILL

ACTION

GOAL We will demonstrate our international credentials and ambitions to enhance fan engagement at our national team matches

ACTION

WE WILL

Embed a spirit of transparency and honesty within all LFF communication activities

Develop a consistent and winning approach in bidding to host international football events on an annual basis

Build strong relationships with all sections of the media ensuring our activities and impact is portrayed in a positive light

Enhance fan engagement through the development of an LFF interactive fan CRM system

IMPACT WE WILL We will increase the net positive image score of Lithuanian football federation to +20% in line with UEFA image research by 2024

IMPACT WE WILL Aim to attract and host one international football event every year Target average attendances of 5,000 people for men’s national team matches and 2,000 for women’s national team matches by 2024

56

ENGAGEMENT

IMPLEMENTATION OVERVIEW

TO DELIVERY THIS STRATEGIC PLAN, WE WILL: To effectively deliver this strategic plan and its related goals, there must be empowerment and accountability at all levels of the game. The success of this strategy will depend on a cohesive and collaborative approach to action, not only as a national association, but as a coordinated footballing nation throughout this strategic period.

It is vital that all LFF members embody our vision, mission, values and consistently demonstrate the standards required to achieve our shared goals in all facets of the game. In taking this approach, we hope to engage our key stakeholders to an extent where they feel proud to play an active

Ensure employees have a clear understanding of the organisation’s vision, mission and strategic goals which enables them to make more informed decisions

Ensure all activities have clear KPIs that assist in measuring impact in line with strategic goals

Promote a set of values and culture that reflect a high performing organisation and ensures the strategy is implemented as effectively as possible

Develop topic related plans to underpin and support this all-encompassing strategy

Embed the strategy across all relevant business functions and ensure highly collaborative working practices that deliver collective impact

Use data and insight to monitor, review and refresh our strategic direction, ensuring this living document adjusts in line with our ever-changing context

Have a robust implementation plan which includes related financial planning to build on our stated actions

Ensure that the value of data, research and insight is understood and is an integral part of the decision-making process at all levels of the organisation

role in joining us on our journey in delivering this strategy.

As the environment in which we look to deliver this strategy will no doubt change across the next four years, all team members and departments must have an insight-driven approach within their working patterns to make the best and most informed decisions on a day-to-day basis. Across the association, we will make decisions based on robust evidence, to ensure we remain on track in achieving our strategic goals, no matter the change in circumstances.

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IMPLEMENTATION OVERVIEW

IMPLEMENTATION OVERVIEW

59

We thank you in advance for your collaboration and support in delivering this plan and we look forward to working with you to develop Lithuania as a strong football nation, where football provides inspiration, enjoyment and a platform where dreams can be fulfilled.