INTRODUCTION
Throughout the process of developing this strategy, a variety of individuals involved in field hockey across Finland have been engaged to provide their thoughts and aspirations for the sport moving forward. Listening to their insights was profoundly inspiring, as their passion for field hockey resonated clearly in their voices. They shared personal stories of how they became a part of the field hockey community, highlighted what makes the community unique and explained why they are driven to participate and give back to the sport and all those involved.
While each person had different experiences and motivations, one common theme emerged repeatedly: Field hockey in Finland is truly A SHARED SPIRIT, A GAME FOR EVERYONE. It was emphasised that regardless of one’s background or skill level, everyone is warmly welcomed into the field hockey community. This inclusivity is a cornerstone of Finnish field hockey, creating an environment where people from all walks of life can come together and enjoy the sport. Field hockey in Finland is a powerful reminder of sport’s potential to provide camaraderie and inspire a sense of purpose. It is a sport that provides family connections beyond your household, and a way of life we do not want others to miss out on.
Currently, the Finnish field hockey community is a tight knit group with the game being a niche sport in Finland. As part of delivering this strategic plan, it is now time to focus our efforts on growing this community and getting more people playing, coaching, and supporting field hockey. This strategic plan serves as an invitation to join the field hockey community as well as an outline of our ambitions to develop the sport in Finland.
Over the course of this 10 year strategy (inclusive of 2025 and 2034), our efforts will go towards three focus areas with the following outputs:
- Junior Programmes – Providing for our youth
- Club Operations - Developing collaborative clubs that are central to our game
- National Teams – Representing the nation
To achieve our ambitions across these three focus areas, we will need to give attention to the following
enabling inputs:
- Marketing & Communications – Promoting stories and activities of the field hockey community which will ignite greater interest in the sport.
- Workforce & Resources – Generating and managing human, financial, and intellectual resources to allow the Finnish Hockey Association to operate effectively and efficiently.
- Infrastructure – Providing facilities that meet the needs of the field hockey community.
Through the implementation of this plan, we will set and build upon foundations that will provide meaningful and enriching experiences to players, coaches, and partners while continuing to cultivate a vibrant and inclusive field hockey community. Regardless of progress or setbacks experienced during the next ten years, we commit to ensuring hockey in Finland remains and advances as A SHARED SPIRIT, A GAME FOR EVERYONE.
VISION
A shared passion for hockey brings people of all ages and backgrounds together to create a vibrant and inclusive community - from entry level to high performance.
MISSION
We work with the Finnish field hockey community to:
- Provide exciting and accessible opportunities for all generations
- Develop collaborative clubs that capture the spirit of the sport
- Support national teams and its stars to deliver their best performances
VALUES:
Family, Community, Inclusivity, Diversity, Accessible, Development, Fun, Passion, Collaboration.
STRATEGY FOCUS AREAS
PROVIDING FOR OUR YOUTH
Our Challenge
Over the course of the Finnish Hockey Association’s history, the popularity and participation in our sport has fluctuated. This inconsistency stems largely from the absence of a strong player pipeline coming from youth. For sustainable growth, we must have robust youth programmes that introduce the next generation of players to the game. Though some clubs have succeeded in sustaining junior teams, others have not managed to achieve the same level of continuity.
Our Commitments
We are setting out to bring forward a consistent, nationwide approach to youth development. We aim to improve the registration process, making it easier for young players and their families to join local clubs. Additionally, we plan on establishing comprehensive school programmes designed to introduce field hockey to students at an early age and spark interest in the sport. Furthermore, we intend on organising exciting international experiences for our youth team to not only
enhance their skills, but also inspire them by competing against and learning from their peers around the world.
DEVELOPING COLLABORATIVE CLUBS THAT ARE CENTRAL TO OUR GAME
Our Challenge
To build off progress made with junior development, it is vital that well run clubs are in place to coordinate opportunities to train and play for everyone that is interested in field hockey. Unfortunately, due to various challenges, many clubs are unstable and unsure of future operations. Therefore, it is our responsibility to provide support for these clubs. Our clubs are the backbone of our sport, providing the necessary infrastructure and community for players of all ages and skill levels. For our sport to prosper, our clubs must thrive.
Our Commitments
To provide a sustainable and structured environment for our game, in the first instance our clubs must embody the ethos of collaboration to benefit from each other and grow engagement on all fronts. With the environment this will generate, we hope that this will entice more volunteers, with more people wanting to get involved, before we look to encourage the development of more clubs to enhance competition on the pitch.
PLAYING THE GAME FOR FINLAND
Our Challenge
In recent times, our national teams have experienced struggles and uncertainties, undergoing several changes that have disrupted their operations. This instability has led to inconsistent playing opportunities, a diminishing sense of pride when representing the nation, and a reduced pool of players being available for selection.
Our Commitments
To reignite the flame of our national teams, we will launch a series of initiatives that strengthen the connection of players, fans, and sponsors to the national team. For players, we will provide enriching experiences that inspire them to proudly represent the country and remain linked to the sport following their retirement. For fans, we will make it easier for them to follow and support the national teams through engaging content and digital platforms. For sponsors, we will work collaboratively to ensure our partnerships are mutually beneficial. Reviving our national teams to be the pinnacle of our performance, across all aspects of hockey, will set the precedence in standards for our clubs and our own weekly operations.
ENABLING THE GAME
Across all three of the strategy’s focus areas, we have identified consistent inputs that will enable us to be successful in achieving our ambitions. These enablers are: Marketing & Communications, Workforce & Resources, and Infrastructure.
Marketing & Communications
As a niche sport in Finland, field hockey is not always the first activity that comes to mind. To get more exposure, we must reach new groups of people and make it easy for people to connect with us. Utilising social media platforms is essential in this endeavour. Through targeted campaigns on popular social media channels, we can raise awareness and generate interest in field hockey. Regular updates, interactive posts, and captivating visuals about all three focus areas will help capture the attention of potential players, fans, and sponsors. By way of an example, capturing the statistics and stories of our national team players could generate impact even beyond our imagination. Promoting our people and raising the profile of our role models will encourage more people to get involved with all aspects of the game.
Workforce & Resource
In order to fulfil our intentions, set out in all three focus areas of this strategy, we must have the workforce and resources to do so. At this point, we have too few staff and volunteers with confidence, willingness, time, and skills to carry out the tasks required to achieve our ambitions. Therefore, we must grow the association’s staff structure and recruit more volunteers to support our work across the three focus areas. Recruiting and retaining volunteers is vital, but equally important is expanding their skill sets through educational opportunities. Offering training programs and workshops will help volunteers develop the necessary skills to manage club activities, coach players, execute partnerships, and handle administrative tasks effectively. Our social capital and the shared spirit our sport generates must also be leveraged. Across all three focus areas, partnerships will provide necessary financial and intellectual resources that will support and develop our workforce. Collaborations with businesses and other sports organisations can offer invaluable resources and expertise, ensuring we have a capable and motivated workforce driving our initiatives. By way of an example, we will build on our initial conversations with the National Olympic Committee to explore the best ways to enhance our efficiencies and deliver greater outputs from our efforts. This will include working with them to connect with other sports, explore EU funding sources at a regional level, and ensure field hockey is involved in partnership development discussions at national level.
Infrastructure
Without pitches there is no play, so appropriate infrastructure must be in place to maintain current activities and handle our expected growth for all three focus areas. Currently, there is only one decent outdoor pitch in the entire country and indoor halls are not only¨limited, but also hesitant to allow hockey to played in their facilities. Without adequate infrastructure to meet the demand for play, participants will disengage with the sport. To rectify this situation, we must explore options for potential facilities and form relationships with other sports organisations which could lead to shared use of facilities. Whether we develop new sites or optimise the use of existing ones, stakeholder engagement will be crucial. Demonstrating the demand and business case for the use of new or existing facilities will be key to gaining support and investment. By way of an example, we will look to explore the opportunities associated with the OMA study in Helsinki on an annual basis to determine the feasibility of developing a Field Hockey Academy that can serve as not only a venue for hosting international events, but also as a hub for our national activity.
THE GAME PLAN
Each of the measures of success in our strategic plan has a timeframe tagged to it, marking the point in which we will evaluate the effectiveness of efforts towards the connected ambition. These timeframes split our strategy implementation into three distinct phases: short-term (2025-2028), mid-term (2029-2032), and long-term (2033-2034).
Intentionally, this plan has been designed so that the majority of the ambitions are set to be achieved in the mid-term. This strategic decision allows the Finnish Hockey Association the necessary time in the short-term period to build strong foundations for future success and establish momentum that will carry us through the mid-term and long-term phases.
In the short-term, efforts will be focused on forming prosperous partnerships, acquiring essential resources, and providing comprehensive educational opportunities for coaches, volunteers, and staff. This foundational phase is critical for ensuring that our systems and processes are stable and effective.
Once systems and processes are functioning smoothly, the emphasis during the mid-term period will shift towards exposing the sport of field hockey to more people. This will be achieved through targeted participation programmes and enhanced digital engagement. By increasing visibility of the sport, we aim to attract more players, coaches, and volunteers to get involved in field hockey.
Towards the end of this strategic the long term period, we will concentrate on growth and learning from our experiences to inform the next strategic cycle. This reflective phase will be crucial for ensuring that the Finnish Hockey Association develops a sustainable operation and grows the sport at a rate that is manageable. By analysing our successes and areas for improvement, we can refine our strategies and set even more ambitious goals for the future.