International Paralympic Committee Strategic Plan 2011 - 2014 From the President

Since the International Paralympic Committee’s In more recent years paid staff have entered into The IPC Governing Board has listened to members through staging major Paralympic­ competitions.­ (IPC) first StrategicPlan ­ in early 2003 we have come Paralympic Sport both at the national and inter- at the 14th ­General Assembly in November 2009 in This was at its most apparent in Beijing and China a long way together within the ­Paralympic Move- national level. This has provided the ­necessary Kuala Lumpur and is taking steps to maximize Para- ­in 2008. ment: support to galvanise the work of the volunteers in lympic sports development in our member nations. ­ ensuring that the Paralympic Spirit goes from We have been holding discussions with the Inter- This desire to maintain sporting excellence while at A sound financial base has been created strength to strength. national Olympic Committee (IOC) with the objec- the same time generating many new athletes and There’s been a rapid development in the tive of strengthening the relationship between­ the spreading the benefits of Paralympic Sport through- quality of the Paralympic­ Games All Para athletes dream of competing on the unique two organizations. The intention is the creation of a out society is clearly at the core of the philosophy­ The IPC has endeavoured to become a value world stage that is the Paralympic Games. The vibrant sporting partnership which will change the and vision of the IPC. for money ­organization, particularly for its Paralympics are the Movement’s flagship event and IPC’s level of recognition within the IOC and will also members indeed are our shop window. Their development assure additional resources particularly for athlete I invite you to join with me and the other members The IPC has been transformed from a into a true world class event once every two years and sports development. of the Governing Board as we embark upon the next DISABILITY Sports ­organization into a has brought increasing responsibilities to everyone leg of our journey in the development of Paralympic SPORTS organization. involved in their organization. The IPC has Athlete classification is a crucial part of Paralym- Sport and the Paralympic Movement. developed a most effective and productive relation- pic Sport and the Paralympic Games. Classifica- I passionately believe in the incredible human ship with Local ­Organizing Committees and it is our tion systems must reconcile an ­athlete friendly and resources that the ­Paralympic Movement possesses. job to make sure that structures and systems are the just application with the need for consistent rules True sport is vitally dependent on the contributions finest that they can possibly be. as outlined in the Code which will ultimately ensure of thousands of volunteers. This has been the key equitable ­competition. This will also attract and keep aspect in developing the culture of Paralympic Sport The Paralympic Movement is at a point, at the start many new athletes within the Paralympic­ Movement. Sir Philip Craven, MBE over the past 60 years. Bringing together athletes, of the second decade of the 21st century, where December 2010 coaches, administrators, supporters­ and, in the it needs a renewed impetus, a new rush of hyper In recent years the Paralympic Movement has last 20 years, spectators and sponsors has created energy so that we can maintain the standards we achieved major ­success not only in the pursuit of this unique energy source that we call the Paralym- have achieved so far, ensure continuing sustaina- sporting and athletic excellence. It has also been pic Spirit which has led to the IPC’s motto ‘Spirit in ble development and above all achieve the genera- party to a revolution in the way nations of the Motion’. tion of a new and far wider and deeper pool of Para world perceive the potential for societal change athletes from grassroots to elite all over the world.

2 3 About this document Table of Contents

The purpose of this document is to outline the strategic direction In addition it explains the future path and vision to other ­external 6 The Organization 12 Strategic Goal 1: Paralympic Games of the International Paralympic Committee (IPC) as governing body stakeholders, such as Games Organizing Committees, sponsors or of the Paralympic Movement. It also describes the IPC’s additional other partners to foster their engagement. Ultimately the plan also 6 The Paralympic Movement 16 Strategic Goal 2: Athlete Development ­responsibilities as an International Sports Federation in this context. serves as a general communication tool to any fan, follower or inter- ested reader about the Paralympic Movement. 6 International Paralympic Committee (IPC) 20 Strategic Goal 3: Paralympic Brand The plan focuses on the goals and priorities to be pursued by the IPC headquarters in Bonn while building on the vision of the wider Para- This Strategic Plan entails the development of a yearly IPC Corpo- 6 The IPC as an International Sports Federation 24 Strategic Goal 4: Funding lympic Movement and on the fundamental principles outlined in the rate Plan which consolidates the activities from all IPC Departments IPC Handbook. and IPC Sports. The Corporate Plan ensures the implementation and 7 Vision and Values of the Movement 28 Strategic Goal 5: Organizational Capability ­support of the strategic goals described in this document. This Strategic Plan was developed within the second half of 2010 and 8 Building the Plan 32 Strategic Goal 6: Strategic Partnerships was approved by the IPC Governing Board in December 2010. Please note that this Strategic Plan only highlights what is consid- ered to be a strategic priority. Therefore the plan does not represent 8 Strategic Drivers 36 The IPC as an International Federation The IPC Strategic Plan primarily targets the membership of the Para- an ­exhaustive reflection of all the IPC’s roles and duties. Those can be lympic Movement in order to ensure that the IPC’s direction is clearly found in the IPC Constitution on the IPC website (www.paralympic.org). 10 Strategic Framework 36 Introduction and Context articulated, understood and can serve as reference and source of ­inspiration for the long-term planning of its members. Please also note that listings and enumerations in this document do 38 Link with Strategic Goals not indicate any order of priority, but rather represent a random order.

4 5 The Organization Vision and Values ­of the Movement

The IPC Strategic Plan can only lead to success, if it contributes ­to ­­the overall vision of International Paralympic­ the Paralympic Movement and further promotes the Movement’s values. In doing so the Committee (IPC) plan will be more easily understood, embraced and ultimately be adopted as reference for other membership organizations.

The IPC as governing body and as lead organization of the Movement The Vision

Founded on 22 September 1989, the IPC is an international non-profit organization based in Bonn, To Enable Paralympic Athletes to Germany. It is run by more than 160 National Paralympic Com- Achieve Sporting Excellence and ­ mittees (NPCs) from five regions, the International Federa- tions (IFs) and four disability specific international federations Inspire and Excite the World. (IOSDs). These member organizations are represented in the General Assembly as the IPC’s highest decision-making body. Enable The Paralympic Movement Furthermore the IPC is composed of a Governing Board, a ­Manage- Creating conditions for athlete empowerment ment Team in Bonn, various Standing Committees and Councils. The Paralympic Movement is a global network of organizations brought Paralympic Athletes together through their commitment to provide sporting opportunities The IPC executes and leads the direction of the Paralympic The primary focus, from initiation to elite level for Para athletes i.e., all athletes from grassroots to elite, and through Movement. As such it ensures that the constitutional duties as the belief to contribute to a better world with equal opportunities for outlined in the IPC Handbook are carried out appropriately. This Achieve all individuals. includes supervising the organization of the Summer and Winter Sporting excellence is the goal of a sports centred organization Paralympic Games, developing athletes opportunities and the The Paralympic Movement is constructed around ­the core values of direct responsibility for several Paralympic sports. Inspire & Excite courage, ­determination, inspiration and equality. Touch the heart of all people for a more equitable society The IPC as an International Sports Federation This shared philosophy of the Paralympic Movement also forms part of the vision described in the next section. It represents a strong message The IPC serves as the International Federation for several Para- and driver for many initiatives carried out by its diverse membership. lympic sports, for which it supervises and co-ordinates the World Championships and other competitions. Furthermore the IPC The membership draws together various perspectives and backgrounds ensures the day-to-day management duties and technical ad- The Aspiration The Values including the National Paralympic Committees (NPCs) representing the ministration for those sports, just as any IF does. national view, the sporting angle through the International ­Federations The athletes and the Paralympic Games are at the heart of our Move- The Paralympic Movement follows four major values: (IFs), the regional perspective through the Regional ­Organizations and This IPC responsibility related to the individual sports dates ment. Their­ ­performances and incredible stories teach the values of the view of the International Organizations of Sports for the ­Disabled back to the creation of the IPC. Back at that time the sports were acceptance and appreciation for people with a disability. Courage, Determination, Inspiration (IOSDs). sometimes handled by multiple entities creating challenges in and Equality. co-ordination and event organization. It was one of the mandates The Paralympic Movement builds a bridge The commitment and obligations of those members is codified in the of the newly created IPC in the early nineties to harmonize the These beliefs also focus on the athletes, their talents­ and their IPC Handbook as the Movement’s ultimate reference document and management of the sports. This also meant bringing many of which links sport with social awareness accomplishments, so that the athletes act as role models for the framework. them under the umbrella of the IPC to review and strengthen vision and aspirations. their structures and to introduce further sports technical and thus contributing to the development of a managerial standards. more equitable society with respect and The IPC has made this philosophy part of its Constitution ­and used it as the guiding underlying ­reference for this Strategic Plan. Hence Further information on the IPC’s role as an International­ equal opportunities for all individuals. references are found throughout this document which link back to Federation can be found in a dedicated chapter later in this the very essence of the Movement. Strategic Plan.

6 7 Building the Plan Strategic Drivers

This Strategic Plan outlines the focus and priorities of the IPC as the This Strategic Plan has been developed from a multitude of sources. Movement’s umbrella organization for the next four years, 2011-2014. This section in particular highlights factors which influence the IPC’s The IPC sees a bright future and is ready to match the The plan follows the overall philosophy and vision of the Movement strategies in this plan. Some of those factors can be internal, oth- ­challenges. Therefore the IPC needs to: and, to reflect this, it is based on the IPC Handbook and deliberations ers external to the Paralympic Movement. of the General Assembly. But even more so it is built on wide consulta- Ensure the Paralympic brand is properly understood and tion and interviews with all Paralympic stakeholders, board ­members, One of the key drivers for the IPC’s position today, especially with managed. senior staff and others. ­regards to the Games, is the strong relationship with the IOC. While Strengthen the IPC’s organizational capability and generate these ties also ­confine the IPC’s strategic options in some respects, greater and more secure financial resources. The aim of the Strategic Plan is to define the direction and priori- they have also ­en­abled the growth of the Paralympic Games as a Build on current partnerships in particular with the IOC as ties for all initiatives to be lead by the IPC headquarters in Bonn over high profile, high quality global event. The number of athletes par- well as developing new strategic partnerships. the coming years. The IPC Governing Board has taken the lead in ticipating in the Summer Paralympic Games has increased from Change perceptions about people with a disability and this exercise­ while working in close consultation with the IPC Senior 400 athletes and 23 countries in Rome in 1960 to 3,951 athletes existing stereotypes. Management­ Team. and 146 countries in Beijing in 2008 watched by over three and Prioritize and facilitate the development of members in half billion ­people worldwide. ­developing countries both through direct support and the Developing the Strategic Plan has been a journey built on conver- support by other members. The emerging ­nations of Asia, Africa and Latin America present sations. It­ is more than the final outcome and will ­continue beyond As the scale and quality of the Games have grown so have the ex- Provide mechanisms to leverage the capabilities and ­tremendous opportunities to develop the ­presence of the Paralym- the final printing. It is intended to be a living ­document that evokes pectations and costs. This in turn has created pressure to ­increase ­resources of the members across the global community. pic ­Movement globally. ­participation and inspiration. ­The IPC Strategic­ Plan is also building funding from sources such as sponsorship. The growth which the Ensure, together with the members, the quality and integrity on a successful previous strategic ­planning cycle which has shown IPC has experienced with the Paralympic Games and its member of the athlete classification systems and athlete pathways. In addition, the IPC is facing a number of challenges which have also high-class outcomes and achievements. organizations has placed considerable pressure on its capability Ensure, together with the members, the development and been identified and discussed on different occasions, some of them to support existing as well as new activity. retention of volunteers. as a result of the IPC’s recent risk assessment:

Examples of achievements during the previous strategic The success of recent Paralympic Games has placed ­Para- planning cycle include: ­lympic sports more than ever under the spotlight. The challenge is Another important milestone and key factor in influencing the IPC’s to live up to increasing expectations ensuring the transparent and Highly successful Summer and Winter Paralympic Games ­activities has been the Convention of the United Nations (UN) to consistent application of the rules with equitable athlete classifi- in Beijing and Vancouver with record performances, attend- advance and protect the rights of persons with a disability. The con- cation systems. ance and media coverage vention was introduced in 2006 and by 2010 nearly 150 countries had The Games remain the pinnacle for Paralympic athletes. It is criti- Development of a strong relationship with the IOC bringing signed and adopted the treaty. People with a disability should­ have cal to continue to grow the athlete base and attract people to par- many fruitful synergies around the Games, but also other the right to ­participate in sporting ­activities with a choice between ticipate and get engaged in Paralympic sports at grass roots level. areas ­mainstream ­and disability-­specific programmes, have equal access Also the role of the coaches here is crucial.­ Clear definition of the Paralympic brand and articulation of to sporting activities in the school system and have access to sport- An insufficient number of competition opportunities and events what the Movement stands for and is respected for ing and ­recreational ­venues whether as a participant or as a spectator. for athletes at the local and regional level in order to gain ranking Several previous IPC sports have become strong enough to points and also to be classified before they reach the Paralympic move to their own governance structures The general worldwide context is constantly moving and changing, Games level. creating new opportunities and challenges. New technologies are Often member organizations lack the resources, administrative being developed and utilized in Paralympic sports. This creates chal- experience or competencies to support home grown athletes and While following on from these successes and with a clear vision, lenges for our systems to understand and manage the use and spread officials. there is no doubt that there are also several challenges which need of these technologies. Volunteers are the backbone of the organization and continue to be ­addressed. A recent risk assessment run by the IPC has shown to manage the vast majority of the activities within the Paralym- that there are several factors which influence IPC’s strategies and Economic factors and a more ­prudent view on future economic ac- pic Movement. It is a challenge to develop and retain dedicated which need close attention when planning future activities. Some tivity has significantly impacted the wealth or indebtedness of indi- volunteers. key elements­ in this regard can also be found in the next section on viduals and governments around the world. Cutbacks in government There is a significant gap between the standards of the Paralym- strategic drivers. expenditure and ­reduced corporate revenues may impact on the avail- pic Games and other events for Para athletes. The varying level of ability of funding. sophistication, of quality and of the event environment sometimes lead to an inconsistent image and attractiveness of Paralympic At the same time large areas of the world continue to grow rapidly both Sport. in terms of population and economic strength. There is a discrepancy between expectations and the funds avail- able to run activities which can place the final outcomes at risk.

8 9 Strategic Framework

The IPC Strategic Plan has identified six strategic goals which ­support and contribute to the overall ­philosophy and vision of the Paralympic Movement:

n: Why GOAL 1: PARALYMPIC GAMES­ GOAL 2: ATHLETE DEVELOPMENT ratio we d spi o t Ensure successful Paralympic Games for Promote opportunities to engage in and grow A hin ur g all participants Paralympic sports O s ow cs: H we d cti o In the process of establish- a th Hence the ­relationship con- T in r g ing the strategic goals the u s sists of mutual or circular O following framework has n e s s : W stimulation in which each been developed. The s i h a dimension feeds and de- u t purpose of the frame- B w velops the other.

work is to illustrate in- e e r ter-connections and d In order to complete o how it all fits together o the picture a third C into one concept. ­dimension ­needs G

d a to be added which n GOAL 3: PARALYMPIC BRAND GOAL 4: FUNDING These goals are de- m shows why we pursue a Build greater understanding and use of the Ensure appropriate funding and identify scribed in detail on e r the mentioned goals, s B Paralympic brand ­revenue opportunities the following pages. / / stressing the impact F A s It is important to note u t h l e t e s and improvement that n p that the first three goals d i can be achieved. This i sh reflect the core business n r third dimension contains E g n e t of the IPC (What we are q / C rt r the vision­ and aspiration of u a p a / Pa o about: Games, Athletes and it cit y p the Para­lympic Movement and a S Brand). Goals four to six are tac- bl ic how the first two ­described di- e p tical goals which help to ­support the so m mensions relate to these. It­ puts cie raly core business across all streams (How ty throug h Pa into context the contribution that the we achieve it: Funding, Capacity, Partner- IPC can make to a more equitable society ships). through the example of ­Paralympic sports and athlete ­ambassadors. These two dimensions of ‘core business’ and ‘tactical goals’ need to GOAL 5: ORGANIZATIONAL CAPACITY GOAL 6: STRATEGIC PARTNERSHIPS be integrated in order to function properly. They have to nurture each This third dimension also allows the Paralympic Movement and Enhance efficient structures to ensure the Leverage partnerships to use synergies and other in order for them to grow and progress. For example, funding the IPC as its lead body to become more visible and more present. ability to deliver broaden the reach and strategic partnerships allow further development of the Paralym- The footprint and impact of all our activities­ will grow and so will the pic Games and new athletes.­ Raising the profile of the Games and respect and influence for what we do. Para­lympic athletes can generate more funding through sponsorship.

10 11 Strategic Goal 1: Paralympic Games

The Paralympic Games are the pinnacle of the career of­ Paralympic athletes and­ a motivation for many to participate or engage in Paralympic sports. They­ also represent the most visible element of­ the Paralympic Movement and­ its values.

Thus they represent a showcase to a worldwide audience and act as­ primary vehicle to change perceptions and to leave tangible­ legacies. Finally,­ the Paralympic Games also guarantee the majority­ of the IPC’s funding. ­Given their central role it is the goal to safe- guard the high standard of­ the Paralympic Games and continue­ to develop ­their appeal to all participants.

1 14 BACKGROUND/ CONTEXT successfully implemented in this period. period. this in implemented successfully been have Games the evaluate and deliver manage, govern, to IPC’s capabilities the on focusing measures of A series flexibility. tle lit with framework a sets and actions of range the confines it time today. same At the enjoy Games Paralympic the that has made a significantcontribution to the standardshigh This 2000. since Committee Olympic International the with inagreements formalized been has Games Olympic the as city same the in Games Paralympic the tohost decision The worldwide. events of multisport the largest one Games Paralympic the make to grown have audiences and attendance global spectator coverage, interest, sponsor media sports, of number The Games. Winter Paralympic the in growth percentage similar with 2008 in Beijing in athletes 3,951 to 1960 in Rome in 400 from increased has pating partici athletes of number The ago. years 50 edition first its since dramatically grown have Games Paralympic The Games for all Participants ­ Successful Ensure ­- -

aspiring to­ aspiring athletes for pathways critical provide that grammes developing when pro andmembers implementing sport the affects It itself. Games the beyond goes effect This lete development). (e.g., ath to deliver members the of ability the and rules) tion classifica athlete and (e.g., sport systems the of ­credibility the challenging also is It management). (i.e., Games ities thus placing on the considerablepressure IPC’s capabil and increasingpectations and responsibility, accountability ex higher it with brings also Games the of growth rapid The Movement. lympic Para the of development the on have Games Paralympic the that role critical the emphasized further has ­success This spectators. and by athletes praised been also has ­ sporting the of quality the Finally, proven. been has change social for agent an as role its and coverage media global the sports, Paralympic on Games the of impact The Paralympic Paralympic participate in the Paralympic Games. Paralympic the in participate experience experience ------­ portunities. Establish a sustainable and fair fair and a sustainable Establish portunities. op sharing knowledge and coaching tion, documenta guiding on emphasis a special with Committee Organizing to the ­expertise Strengthen (OCOGs). Games the of Committees Organizing the towards profile IPC enhanced to afurther contributing also mode tolegacy up livery de and planning through phase, bidding ordination from and management process Ensure challenges. related addressing and IOC the with liaison close the of potential the maximizing IOC, Extend STRATEGIC PRIORITIES STRATEGIC the contractual relationship with the the with relationship contractual the a professional, needs driven co- driven needs aprofessional, the support and provision of provision and support the - - - ­ work with the Local Organizing Commit Organizing Local the with work Define Movement. the of development tothe contributing Sochi and London in quadrennium next the Ensure achievements. their on focusing and models role as athletes using the communicated appropriately are Movement Paralympic the of values the that ensure which messages strategic Develop event. the after and to,during prior Maximize Committees. Organizing to the provided vice ad and support additional the tofund model successful Paralympic Games within benchmarks of Games legacy and and legacy Games of benchmarks the media coverage of the Games, Games, the of coverage media the - -

and nations. cultures of mix adiverse with continents all as well­representation as participation from type impairment and gender fair allow to balance Target right the systems. tion athlete and classifica qualification solid on based competition elite with gramme Ensure legacy. areal becomes also sadors’ ambas ‘active of pool the that so spirit, and ­ ­continue and staff with Work context. regional and local in each impacts desired and goals legacy vant ­ vant rele and governments cities, host tees, volunteers involved in the Games to Games the in involved ­volunteers authorities to identify appropriate appropriate to identify authorities delivery of an attractive sports pro sports attractive an of delivery promoting the Para the promoting 1 15 lympic ideals ideals ­lympic - - - - Strategic Goal 2: Athlete Development

The athletes are the essence of the Paralympic Movement. It is the goal to empower­ Para athletes at all levels to enjoy the opportunity to practice sports and to facilitate the development of competition pathways from grass roots through to the Paralympic Games. This requires the development of a well functioning system of organizational structures, capable human resources and access to the necessary resources. In this system the work and initiatives of International Federations, NPCs and Regions need to be synchronized to complement each other and to form a coherent plan.

2 Promote Opportunities ­to Engage in 2 & ­Grow Para­lympic Sport STRATEGIC PRIORITIES

Maintain a manageable evaluation and re- Reinforce minimum eligibility, organiza- Ensure that sports are practiced in a man- porting mechanism of realistic needs to bet- tional standards and common services to be ner that protects the health of the athletes ter assess the required support to NPCs, provided through all IPC members and work and that respects fair play and ethics includ- IFs, IOSDs and to Regional Organizations. with relevant members to reach compliance ing compliance with the World Anti-Doping Develop strategies to maintain the effec- and commonly acknowledged ­service levels. Code and the IPC Classification Code. Driven by the Paralympic Games, the Paralympic Movement tion. ­Therefore, many of the strategic priorities listed in this tive and efficient promotion of sports ac- has experienced exceptional growth since the creation of section can be run through the IPF. tivities for Para athletes from grassroots to Develop athlete pathway programmes start- Promote the organization of local, regional the IPC in 1989. As of 2010 the IPC has a total of almost elite level focussing on those countries and ing from the grassroots to the elite level and international sporting competitions 200 members, including NPCs, International Federations, This strategic goal and the promotion of the IPF also follows organizations most in need. boosting athlete participation and career working with the appropriate IFs, NPCs, ­Regional Organizations and IOSDs. However, this growth has the strong message from the 2009 General Assembly that development. Work with the IPC members IOSDs and Regional Organizations also con- not been balanced across all organizations. With the increas- the IPC should take a more active role in supporting the de- Develop and organize learning and training to develop athlete support and information tributing to sufficient classification oppor- ing sophistication and visibility of the Paralympic Games, velopment of Paralympic sports and the organizational ca- opportunities for NPC and IF staff and vol- resources e.g., athlete leadership training tunities for athletes. the differences in their level of readiness and professional- pabilities of the membership. The objective is to grow and unteers in the areas of governance, man- and post-career assistance. ism have become more and more apparent. sustain athlete participation at all levels by providing qual- agement, leadership and sports promotion ity competition opportunities and skilled human resources including coaching, classification, medical Support and ensure that all International In developed countries, sport infrastructure is often (coaches, officials, administrators) as the foundation for the and science. Use the IPC Academy and the Federations have solid structures and tech- strong and supported by a range of sponsor and govern- pathway from initiation to high performance sport. This needs expertise from education leaders while con- nical competencies in order to ensure the mental organizations. In contrast, in developing nations­ to be underpinned by the appropriate leadership structures. sulting with the Regional Organizations in credibility and consistent quality standards sport infrastructure is sometimes poor with few facili- facilitating the initiatives. Support member for their sports. This must be based on com-

BACKGROUND/ CONTEXT ties, limited supply of equipment and little government An additional objective is to reinforce the IPC’s ambition of organizations by providing them with tools, prehensive and recognized athlete classifi- ­support. In between you find a wide range of organiza- an athlete centred organization providing the means and systems and contents they can re-apply in cation systems. tional models, resource levels and capabilities with cultural ­opportunities for athletes to perform at their best, and also their context (cf. Goal 5). and language differences contributing to the mix. to accompany them in their personal development as respon- sible sportsmen or women, ambassadors, role models and Hence, initially motivated Para athletes are often struggling help with post career planning. to find the right starting point at the grassroots level and miss coaching and career assistance to become elite. They feel deprived of ‘their right to practice sports’ as stated in the UN Convention on the Rights of Persons with a Disability.

Similar discrepancies exist within the International Feder- ations with a wide spread in resources, in the management structure, in the delivery capabilities and in the robustness of their systems. Environmental elements such as sport re- gional interest and popularity, number of athletes in the ath- lete pool and relations with the IFs on the Olympic programme are additional factors resulting in very different opportunities for athletes to follow a clear path.

During 2006-2009 the IPC implemented the Organizational Development Initiative (ODI) as a programme to support the sustainable development of small NPCs. This initiative achieved some success, but was limited by the financial re- sources available. Subsequently in 2007 the International Para-­ lympic Foundation (IPF) was established. Part of the IPF’s aim is to contribute to furthering the IPC’s programmes and objectives with regards to athlete development and educa-

18 19 Strategic Goal 3: Paralympic Brand

The Paralympic brand teaches the values of acceptance and appreciation for people with a perceived disability through the lessons and examples of the athletes and the Paralympic Games. The Para athletes demonstrate courage and determination and they inspire all mankind to believe that anything is possible. The Paralympic brand is a bridge which links sport with social awareness to challenge stereotypes and ultimately leads to equality. The goal is to further promote this message in the communications using the network of the IPC membership in ensuring that the positive association with the brand can result in further benefits for the Movement.

3 Build Greater ­Under­standing and Use ­of the Paralympic­ Brand

The vision, aspirations and values of the Paralympic Move- the priority over the next four years to find new ways to take ment have always played an important role since its crea- advantage of the increased value of the Paralympic brand tion in 1948. The Paralympic Spirit has touched millions of and to strengthen the interest in associating with the Para- people around the world. Nowhere has this spirit been more lympic brand, its messages and values. evident than at the Paralympic Games. However, it was not until 2006 that this spirit was defined and articulated in the This on-going development of the brand will require careful form of a comprehensive and marketable “Brand”. management, as the risk associated with the wider recogni- tion and growing value will also increase. The IPC must re- Since 2006 the IPC and all its members and stakeholders main flexible and in control of the brand and its use. have been involved in the process of aligning to the Para- lympic brand structure. At the same time and along with the most recent growth of the Paralympic Games (aware- ness and impact), the recognition and value of the Paralym- pic brand has started to grow. However, this recognition is

BACKGROUND/ CONTEXT still very limited in terms of reach and depth, especially com- pared to the Olympic brand. The IPC has also limited ability to capitalize on any increased value owing to the nature of our current relationship with the IOC.

There is no doubt that today the Paralympic Movement has a brand with defined attributes and clear messages that is recognized in the sporting environment, easily understood by the general public, by the media and by partners. It will be STRATEGIC PRIORITIES 3

Develop clear strategies that build on the Create greater awareness of athlete profiles Elaborate elements of commonality and achievements from the previous 2006- and promote their roles as ambassadors of distinctiveness from the Olympic brand 2009 planning cycle and that help generate in order to promote the brand values and affecting both, the IPC Membership as well a greater awareness and understanding of generate more interest and involvement in as the Games. Articulate the additional, the Paralympic brand and its values. The key the Paralympic Movement. distinctive brand value related to social objective is to better target appropriate op- impacts and awareness in order to com- portunities to capitalize on the value of the Support and encourage the IPC mem- municate and leverage these aspects in the Paralympic brand. bership to make sure that the Paralympic work with potential partners. brand becomes an inherent characteris- Develop clear strategies, policies and best tic of their activities and of their behaviour Plan and execute appropriate and profes- practice models for the application of the thus living the spirit as true ambassadors sional brand protection measures for the Paralympic brand in all instances and at all of the Movement for a consistent brand benefit of the Paralympic Movement. relevant sporting events. presentation around the world. Provide the membership with tools and applications to achieve that goal.

22 23 Strategic Goal 4: Funding

Having sufficient funding in order to carry out the core activities will allow the IPC to focus its creative energies on its core strategic objectives. Continued funding growth is essential, if the IPC is to meet the rapidly increasing demands and opportunities of running major international events and supporting the development of its members.­­ The IPC’s responsibility is to identify and develop diversified funding streams leveraging its brand and capabilities based on the framework set down in the IPC Handbook. Another focus should be to enable IPC members to increase their capabilities to generate funding as a benefit to the Movement as a whole.

4 26 BACKGROUND/ CONTEXT framework offramework the IPC Handbook opens additional potential. tothe adhering while opportunities new Exploring deavours. en their in them support will Games Paralympic the and brand Paralympic the of development The factor. acritical is tories terri their in revenues to generate NPCs of capacity the Also profile. and standard in increase they as growth revenue for opportunity some toprovide them for potential the is there term longer the in but small, are events these from Revenues Games. Paralympic the outside events of arange runs IPC The ther and to for develop sponsorship. more opportunities and there to are growrelationships opportunities these fur IPC bythe valued are partnerships These market. corporate the in players global large other as well as Games) Olympic the and IOC the of (partners TOP Sponsors Games cluding in partners quality of arange of support the enjoys IPC The assets. brand Paralympic the on solely focusing rights Paralympic the toacquire table tothe come even sponsors Some deals. ship as inship demonstrated major recent perspective sponsor asponsor from value considerable today. of is It recognized well is Games Paralympic the of reputation and profile The term. tomedium short the in Games pic Paralym the from revenues further togrow IPC’s ability the limits it time same the at stability, revenue providing in tal instrumen been has arrangement this While fee. rights fixed a for exchange in Committees Organizing Games local the to rights marketing related Games Paralympic all grants IPC the that agreement the on based is It revenues. IPC’s total the of 50% approximately provides source This Games. pic Paralym the from funding on dependent largely is IPC The fees. membership and grants from sourced are revenues smaller Other, ship. sponsor and events sports IPC other Games, Paralympic the including areas of arange from sourced is it years: cent re over streams different from come has funding IPC’s The ­Identify Ensure Appropriate ­ eeu Opportunities ­­Revenue ------such expertise. ­ to more critical be will It all. for opportunities equal of philosophy and vision IPC tothe contributing key elements the of one as identified been has which accessibility of area the is role alead gained has IPC the which in areas obvious most the of One assets. into it turn and areas various in ­developed has IPC the expertise the to use is idea innovative An supporters. potential and organizations toexternal ­appeal to their regard with especially explored to be need ideas creative and New funding. additional to generate ­potential the is there structures, membership the in and IPC the in expertise and profile the brand, Paraympic the on Building further. even this togrow potential is there funding some attracted has Foundation the While projects. and initiatives specific through Movement Paralympic the of development the and vision the tosupport funding attract to up set was (IPF) Foundation Paralympic International The Funding and systematically identify, capture and capitalize on on capitalize and capture identify, systematically accessibility). ­accessibility). tion and people’s through empowerment participa social (e.g., fostering fields legacy and social in role lead and expertise IPC’s the on capitalizing ideas new other on also but projects, and events sporting existing on build can These sectors. ment govern or corporate tothe appeal which Identify are maximized. nue opportunities reve related and understood fully is brand Ensure withincontained Agreement. the IOC-IPC aspects relevant Address Games. lympic Para- the with associated revenues to grow IPC’s ability the on constraints the Reduce STRATEGIC PRIORITIES STRATEGIC the market value of the Paralympic Paralympic the of value market the and develop marketable properties - - - ­ ­ ing Committees). ing Organiz toGames advise targeted viding pro Programme Excellence conferences, meetings/ special Paralympic Awards, pic (e.g., Paralym opportunities event special and Programmes Observer hospitality, pic pro existing of range awider for streams nue Develop thisachieve objective. to plan amaster develop and (IPF) dation Foun Paralympic International the through Significantly studies. case business and feasibility ate appropri through potential revenue Assess ducts and services, such as Paralym as such services, and ­ducts business plans with clear reve clear with plans business

increase the funding received received funding the ------funding. private and public ensure and approach to communications and marketing and development management,project sports administration, on kits tool and practices best of examples transfer, knowledge tion, Support potential or donors. new sponsors ing additional for current opportunities and creat programme plan marketing national Work with the NPCs on a co-ordinated inter aco-ordinated on NPCs the with the IPC’s members with informa with IPC’s the members 4 27 - - -

Strategic Goal 5: Organizational Capability­

Organizational capability refers to the ability to undertake IPC’s core roles effectively,­ to respond to new opportunities and to ultimately achieve the strategic goals.­ Much is expected of the IPC by its membership, by its sponsors and by the athletes and, while the capability has developed, it needs to grow even further. The IPC’s responsibility is to ensure it has a stable, appropriately staffed, skilled and focussed workforce with­ processes and systems that are relevant and effective.

5 Enhance Efficient ­Structures to 5 Increase ­the Ability to Deliver STRATEGIC PRIORITIES

Maintain and further develop the organiza- member organizations by working with the possible risks and to support the consist- tional, legal and financial frameworks and IPC Academy and other appropriate educa- ent delivery of quality services to the IPC procedures of the IPC as an organization in tional organizations. membership and other stakeholders. Well compliance with German and international ­functioning systems, tools and ­contents law and aligned with best practices. Elaborate IPC’s organizational values and shall be re-employed for the benefit of other As of 2010 the IPC has almost 40 full-time staff performing In addition motivational factors as well as timely career op- foster a volunteer and staff culture of in- membership organizations. The education a wide range of roles that include leadership of IPC sports, portunities and perspectives at all levels should contribute Define and maintain the appropriate lev- volvement, exchange and recognition tool kit is a good example of such practice. delivery of the Paralympic Games, interacting with mem- to a stable working environment for staff and volunteers. This els of volunteers and IPC staff covering the leading to a positive identification and en- bers and supporting a large number of governance groups, needs to be part of a ‘healthy’ IPC organizational culture in required skills to deliver the strategic and gagement with the organization and its ob- Establish a central source of reference or Councils and Committees. Even though the IPC is relatively which staff feel involved and can socialize effectively. corporate plans. Include professionals with jectives. a forum for IPC members to access and small in size and has a somewhat limited capacity, the ex- an impairment as part of the recruitment gain best practice ideas and application pectations are high and the IPC is determined to strive to Going beyond the confines of the IPC and looking at the large strategy. Implement a comprehensive and integrated from across the community. This includes meet those expectations. and diverse network of the Paralympic Movement, there are planning process from the strategic and cor- the development of a systematic database organizational challenges. Each member organization is dif- Ensure adequate promotion of IPC volun- porate plans up to performance and sched- and knowledge management tools to ensure In the context of increasing quality and scale of the Para- ferent, is working according to local cultures, frameworks teers and staff and their capacities through ule reviews. Focus on strategic priorities and the capturing, cataloguing, conservation lympic Games, the development of IPC Sports and the large and resource possibilities. Whilst the governance structure training opportunities, recognition and in- not on activities that add little value. and access to the history of the Paralym- IPC membership, there is now pressure on IPC staff and on and forums in place have proved their worth, there is still the centives. Match individual development pic Movement. other member organizations to deliver consistently and to add need and room to strengthen the pathways of communication processes and skills with the IPC’s strate- Further develop adequate management sys- value. The pressure of day-to-day demands however leaves across all levels, exchange experiences and use synergies. gic goals through appropriate training and tems, tools and contents to improve the ca-

BACKGROUND/ CONTEXT limited capacity for improvement to systems, development career planning. Extend the training to other pacity to manage all processes, to mitigate of new events, growing revenue etc. This also means the facilitation of projects with the aim of promoting the capacities of the members, so that they can The current situation is unsustainable and places the IPC at contribute to the continuous improvement of the system. risk. Establishing an experienced and appropriately sized workforce is therefore a major priority, if the IPC is to achieve its key goals and lead the Paralympic Movement effectively in the future. Addressing this challenge is not just about more staff. It is also about ensuring staffing resources are focused on organizational priorities and that organizational systems are effective and efficient.

30 31 Strategic Goal 6: Strategic Partnerships

Partnerships refer to working relationships with organizations that have common interests and help the IPC achieve its strategic objectives. Partnerships enable the IPC and­ the Paralympic Movement to have an impact and influence beyond their immediate­ perimeter of operations. Strategic partnerships have led to major change in attitude­ and legislation in several host countries before and after the Paralympic Games. The­ IPC’s responsibility is to establish and develop a range of partnerships that can help­ achieve its strategic goals.

6 Leverage Partnerships to­ Use Synergies and Broaden the Reach

Strategic partnerships can facilitate the IPC’s work in var- IPC sponsors are key partnerships that provide knowledge ious ways: It can broaden the knowledge and information and capability beyond just money and equipment. They can base for all activities; it can contribute to reaching higher bring in solutions and expertise from their core businesses standards or it can help spread the Paralympic vision and which can enrich and enhance the activities of the IPC. The values. Examples from some of our current partnerships area of technology is an obvious example where the IPC ben- clearly show such benefits. efits from such partnerships.

The IPC enjoys a well established and productive relationship The Games TOP Sponsors play a particularly important role with the IOC. This relationship became even closer in 2000 in this context, as through their general Games engagement following the report of the IOC 2000 Commission which was they have got a broader reach and activation level. By work- created as a result of the 1999 Salt Lake City bid scandal. ing with those partners on Paralympic brand assets and dif- The first part of the IOC-IPC agreement was signed during ferentiators, the communication and awareness benefits can the Sydney 2000 Olympic Games by Presidents Samaranch be multiplied considerably. and Steadward. In this context the IOC was seeking a posi-

BACKGROUND/ CONTEXT tive association showing social responsibility, assets which In addition other strategic media partnerships with broad- the Paralympic Games could provide. casters or members of the press can help extend the reach of the IPC and the Paralympic Movement by helping to spread The collaboration with the IOC occurs on various levels: The the message about the Paralympic values epitomized by Para IPC President is an IOC Member and the IPC is represented athletes at all levels. on several IOC Commissions enabling the IPC to be informed of ongoing IOC policies and directions. Furthermore, the work The IPC has started to establish partnerships with influential STRATEGIC PRIORITIES 6 around the Games has increased the quality level of the Par- international organizations such as the United Nations (UN) alympic Games to an exceptional level much appreciated by and other Non-Governmental Organizations (NGOs) around all Paralympic Games clients. the world. These partnerships seek commonalities in mes- Actively seek to develop new partnerships Seek partners who will understand and Further develop the IPC Honorary Board saging and initiatives enabling the IPC to increase its influ- that can grow and stabilize the IPC’s fund- strengthen the ability to accomplish the membership, enabling the members to gen- ence and work with others to achieve greater impact. ing and global visibility base. aspiration to contribute to the development erate funding and enhance global visibility of a more equitable society. Maximize the and recognition of the Paralympic Move- Encourage and assist the membership to use of existing networking platforms, such ment. actively develop and manage partnerships as the Paralympic Hospitality Centre and and funding at government and more local IPC guest programmes offered during the Further develop partnerships throughout a levels as well as with businesses. Develop, Paralympic Games period. diverse mix of organizations including ‘Dis- monitor and support the implementation ability’ representative groups, cultural or- and evaluation of appropriate programmes Identify collaborative opportunities and ganizations and other Non-Governmental and projects run by IPC members. synergies within the network of the Para- and Governmental Organizations. lympic Movement for NPCs, IFs, Regions Strengthen the relationship and under- and IOSDs. For example linking with and Link with the United Nations (UN) both at standing with the IOC for a deeper sport- between NPCs can create productive net- regional and national level to promote the ing partnership stressing mutual benefits. works and synergies. implementation of the UN Convention on the Rights of Persons with a Disability to ensure that the Paralympic Movement becomes an increasingly active partner of civil society.

34 35 The IPC as an International­ Federation

Introduction and Context IPC Sports The IPC continues in its role as the International Federation responsi- Background of IPC’s Role and Involvement ble for the management and governance of nine sports as of 2010. In this capacity the IPC fulfils the fundamental roles of an IF including: The involvement of the IPC with individual sports dates back to the origins of the IPC. Back in that period Paralympic sports were some- Management of all technical aspects, such as rules, rankings, times handled by multiple entities creating challenges in co-ordina- records and athlete classification tion and event organization. Supervision of World Championships and other competitions Governance Structure of co-ordinating closely with local organizing committees Paralympic Sports­ It became one of the mandates of the IPC to harmonize the manage- Financial management and administration ment of Paralympic sports which also meant bringing many of the Promotion and communication of each sport The governance of 26 Paralympic sports (20 sports under the umbrella of the IPC. Back at that time the IPC was in Summer, 5 Winter and 1 Non-Paralympic charge of a multitude of Paralympic sports. However the longer term It is the clear desire of the IPC, relevant stakeholders and IPC Sports Games sport) falls under the responsibility perspective and desired trend was clearly for the sports to develop representatives to transition these nine sports to independence. The of different bodies: their own autonomy. IPC’s responsibility is to actively plan with each sport to create the op- portunity for this transition to occur. The target set by the IPC General IPC – International Paralympic Committee This trend received further support at the IPC’s General Assembly in Assembly is the year 2016 by when all IPC Sports shall have moved to (9 sports) Torino in 2003 (titled ‘Engineering the future’) which carried a motion independence from the IPC. with the aim of supporting IPC Sports towards more self-sustainabil- IOSDs – International Organizations of ity and eventual independence from the IPC. Status Overview Sports for the Disabled­ (6 sports)

Through its Sport Governance and Management Initiative launched Currently IPC Sports benefit in many ways from being an integral part IFs – International Federations (11 sports) in 2006 the IPC further strengthened the management approach for of the IPC. They can draw from the resource base and benefit from the consisting of IPC Sports. The purpose of this initiative was to enhance the opera- general status and recognition that the IPC enjoys as an organization.­ tional efficiency, resource capacity and technical competency of IPC Furthermore, they can count on the transfer of valuable ex- Independent IFs – International Sports by developing terms of reference for all bodies, in the form of pertise from the Paralympic Games, other Paralympic Sport ­Federations bylaws and by placing qualified experts to oversee the sports technical events and from other IPC service func- Integrated IFs – IFs on Olympic pro- aspects of each sport. This strategy was necessary to ensure quality tions, such as marketing, communica- gramme with ­Paralympic responsibility service delivery, to contribute to sports’ self-sustainability and better tion and technology support. prepare them for self-governance. A detailed breakdown of the 26 Paralympic At the same time the co-existence of IPC sports and their affiliation can be found on At the same time several IPC Sports had reached a level of profession- Sports alongside the IPC as governing the IPC website alism and had established fruitful relationships with IFs on the Olym- body comes with some challenges. A key one pic programme which allowed them to move away from the IPC. This is that many people do not know or understand web >> www.paralympic.org has been the case for some major sports, such as Archery, Cycling, the role of the IPC as an IF. Even the athletes are Equestrian and Table Tennis just to name a few over recent years. sometimes not aware that they participate in an IPC or another IF event and what differ- ence this makes for them. This also leads IPC WHEELCHAIR IPC SWIMMING IPC ALPINE DANCE SPORT SKIING to another challenge at the national level where IPC sports can be governed by other entities such as national sport associations

IPC BIATHLON IPC SHOOTING IPC POWERLIFTING which will probably use different adminis- trative systems.

IPC CROSS-COUNTRY IPC ICE SLEDGE IPC ATHLETICS SKIING HOCKEY

36 37 The IPC as an International­ Federation

Link with Strategic Goals

Assuming its role as an IF, the IPC supports strategic goal 2 on athlete At the same time IPC Sports must ensure all required technical development, just as any other IF. As stated in that goal, the IPC will ­competencies and expertise in order to guarantee the credibility Sport ­­ Competitions and Athlete and ­ Funding Brand Partnerships work with and encourage all International Federations to develop their of each sport which is of paramount importance. Sports credibility ­ Independence ­Paralympic Games Sport Development own plans in line with the strategic priorities for athlete development. and professional structures are more important than pushing for ­independence at all costs. Establish a tran- Ensure IPC Sports’ Ensure each IPC Increase the core Use existing IPC Strengthen the Furthermore this Strategic Plan in general with all described goals sition timeframe professional con- Sport has the ca- and project specific know­ledge at IPC communication serves as a reference for IPC Sports. This means that IPC Sports need Hence the strategies on the following page will support the objec- and plan for each tribution to the pability to regularly revenue generated sporting compe- and partnerships to look after their relevant aspects of Paralympic Games involvement, tives also noted under the strategic goals and the ambition for sport sport based on Paralympic­ Games and consistently by each IPC Sport titions to increase with related athlete development, funding, capacity building and partnerships, independence. their ­development through appropri- deliver high-qual- including growing public awareness sporting bodies such as seeking close contact and collaboration with other relevant and organizational ate qualification and ity competitions on the revenues from and utilize major on the national sporting bodies and the IFs on the Olympic programme. Along these strategies each IPC Sport will develop its individual plan ­readiness. athlete classification the local, regional major events. competitions as pro- and international taking into consideration the specific status and context. The ­relevant systems and their and international motional vehicles. level, especially For that purpose all sports under direct IPC responsibility have also Sport Technical Committees and IPC Sports Management Team play Clearly lay out the management. level closing the gap with the cor­re­s­­ developed their separate strategies, corporate plans and budgets. an important role in driving this process. The progress will be tracked quality criteria to between elite and Further refine the ponding These plans are based on the direction and priorities set in this IPC in regular intervals in order to ensure that none of the sports is left be- become an inde- Ensure an attractive grass-root level. positioning of IPC International Strategic Plan. hind or lacks attention on its road to independence. pendent organiza- sports programme Sports and compe- ­Federation on tion and ensure that for athletes and titions in the overall the Olympic Supporting Strategies The IPC will work with IPC Sports to reach the appropriate level ena- all business pro- spectators. Paralympic compe- programme. bling independence. This will still require a considerable investment cesses reach­ an tition calendar and Supporting strategies have been defined as a consistent framework of time and resources which the IPC is committed to make while main- ­appropriate level to foster communi- for all IPC Sports to work towards IPC’s strategic goals and towards the taining the right balance and focus on the six overall strategic goals allow independence. cations to in- long-term objective of reaching independence from the IPC. described earlier in this document. crease

In order to realize and prepare for the transition to independence the under- pre-condition is that an IPC Sport must be able to be financially and standing and managerially sound. They must also be able to govern their sport ef- receptiveness for fectively. the standing and objectives of each sport.

38 39 Images © Photo Credits: Getty Images (p. 1/2/3/4/7/8/10/11/12/13/14/16/ 17/18/23/25/28/35/36/37/38), China Photos (p. 2), Lieven Coudenys (p. 2/3/9/14/15/22/24/27/30/ 31/32/35/39), IPC (p. 3/6/10/19/20/21/22/23/27/ 29/30/33/34/35/37/40), INAIL (p. 15), Erdelmann (p. 19), Rob Prezioso (p. 22/37), VANOC (p. 26/34), Otto Bock (p. 27)

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