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.
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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
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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
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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
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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.
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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
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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.
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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
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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
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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
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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
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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
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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.