FORWARD WITH PURPOSE A STRATEGIC FRAMING DOCUMENT FOR THE CANADIAN PARALYMPIC COMMITTEE
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Forward
with Purpose
A Strategic Framing Document
for the Canadian
Paralympic Committee
MARCH 2014
Canadian Paralympic committee – Strategic FRAmeWORK i
ii Canadian Paralympic committee – Strategic FRAmeWORK
Table of Contents
Building on a Proud History............................................ 4
The Story So Far.............................................................. 5
A Critical Juncture........................................................... 7
Moving Forward With Purpose....................................... 11
The Plan to Win: A Focus on the Podium........................ 12
Defining the Tools:........................................................ 13
1. Podium Results: .................................................... 13
2. System Development and Education................... 14
3. A Sustainable Business Model.............................. 14
4. A Strong, Engaging CPC Brand............................... 16
How We’ll Learn............................................................. 16
Partnerships: Our Core Strength................................... 17
Our Members................................................................. 18
Our Partners.................................................................. 19
Canadian Paralympic committee – Strategic FRAmeWORK 1
In 2010, when the Canadian government generously committed an additional
$5 million in annual funding to the Canadian Paralympic Committee (CPC)
over five years, this triggered the most ambitious plan in the history of our
organization. The CPC, in concert with our membership and performance partners,
adopted a strategy built around four pillars:
• Enhancing podium performances at Paralympic Games;
• Building a world-class Paralympic sport system;
• Creating a sustainable business model for the CPC; and Canadian 5-time gold Paralympic
medallist Lauren Woolstencroft
• Expanding awareness of Paralympic sport and building the celebrating another win at the
Paralympic brand. Vancouver 2010 Paralympic
Winter Games. Photo: Canadian
We knew a plan so audacious could not be achieved without some challenges along Paralympic Committee
the way, so the strategy was designed, intentionally, to be performance-based. (Right) Michelle Stilwell celebrates
In other words, it was to be revisited, adjusted and refined regularly based on her gold medal performance in the
annual performance data, creating a continuous performance loop. 200m T52 Final at the London 2012
Paralympic Games in the Olympic
Now, four years ahead , it is time to look back at how far we’ve come, at the lessons Stadium. Photo: Phillip MacCallum/
we’ve learned, and to look ahead, with passion and purpose, towards the future. Canadian Paralympic Committee
This document represents a bold statement of purpose for the future of Paralympic sport in Canada. It is the product of a
process to take stock of our progress, to clarify the shared goal we are all working towards, and to identify the activities
necessary for Canada to win in the future.
We believe Canada can be the world’s leading Paralympic nation by 2022.
This is our plan to get there.
2 Canadian Paralympic
Canadian Paralympiccommittee
committee - Strategic FRAmeWORK
Strategic FRAmeWORK
Canadian Paralympic committee - Strategic FRAmeWORK 3
Building on a Proud History
It was no mean feat when Toronto orthopedic surgeon Dr. Robert Jackson succeeded
in having visually-impaired and amputee athletes compete, for the first time, in
the 1976 Olympiad for the Physically Disabled in Toronto.
Dr. Jackson’s ambitious plan as chair of Canada’s first Paralympic Games — also
known as the Torontolympiad — meant introducing new classification systems
for different disability groups into an event that had historically been built around
wheelchair athletes, many of them veterans of the Second World War. It also
meant accommodating almost 450 additional competitors.
The 1976 Toronto Games were not Canada’s first foray into what would become
the Paralympics — that honour goes to the 22 wheelchair athletes who competed
in Tel Aviv in 1968 — but they are a testament to our country’s place at the
forefront of the Paralympic movement. The Torontolympiad was, quite literally,
a game-changer for Paralympic athletes both in Canada and around the world.
Photo from London, England – the birthplace of the Paralympic Games
Their impact still resonates today. Photo: International Paralympic Committee
Thanks to the work of Canadian Paralympic pioneers like Dr. Jackson and
Dr. Robert Steadward, who became the founding president of the International Just as our elite athletes constantly set new goals and tweak their training
Paralympic Committee (IPC) in 1986, the CPC has a solid track record of leadership regimens to excel in their chosen sports, as stewards of the Paralympic
on which to build. movement in Canada, we must constantly set the bar higher for ourselves as
an organization and as a community, so that we are always striving, always
Following the success of the Torontolympiad, the Canadian government funded
working to break new ground to push the Paralympic movement to new heights.
new sport opportunities for people with disabilities, and the organization that
would become the Canadian Paralympic Committee (CPC) was born, with a As Paralympic rower Victoria Nolan states, “I’m out there to be number one and
number of Canadians playing a key leadership role in its formation. Our country’s that’s why I do what I do.” At the CPC, working closely with our members and our
place as a harbinger of positive change for the Paralympic movement can be performance partners, our mission is to lead through mobilizing the knowledge,
traced back to these remarkable people and events. people and resources to create the best possible conditions for our athletes
and coaches to achieve world-class results.
Now, four years after Canada’s stellar success as both host and competitor at the
Vancouver 2010 Paralympic Winter Games — where Canada turned in a best-ever That’s why we do what we do.
third-place finish with a total of 19 medals, including 10 gold’s — the CPC is poised
to usher in a new era of Paralympic success in Canada.
4 Canadian Paralympic committee – Strategic FRAmeWORK
Marco Dispaltro and Josh Vander Vies receiving the Bronze Medal in
the Boccia Mixed Pairs – BC4 at the London 2012 Paralympic Games at
Excel. Photo by Matthew Murnaghan/Canadian Paralympic Committee
The Story So Far
We have :
• Athletes that are inspiring by any measure
• Growing awareness and interest
• Foundation for a solid business model
• Committed membership and performance partners
To meet our athletes is incredible.
To hear their stories is unforgettable.
And to watch them compete will change you forever.
Caroline Bisson competes in Cross Country Skiing Women’s 5km
Standing at the 2014 Paralympic Winter Games in Sochi, Russia.
Photo: Matthew Murnaghan/Canadian Paralympic Committee
Canadian Paralympic committee – Strategic FRAmeWORK 5
Since 2010, the additional funding from the Government of Canada has supported
the CPC in putting many important pieces in place that are moving us closer to
our goal of making Canada the world’s leading Paralympic nation by 2022. All of
these are in line with the four strategic “pillars” conceived in 2010.
To enhance podium performances at Paralympic Games, we have, for example,
worked closely with our performance partners and members in supplementing
a number of initiatives to enhance the performance of sports specifically related
to the 2014 Paralympic Games in Sochi. The CPC has also contributed to the
enhancement of overall performance in both summer and winter sports through
our Elite Equipment Fund, the extension of some of our corporate partnerships
and other strategic investments such as the exciting new Wheelchair Basketball
Academy. In addition, we are working closely with our partners to identify the
next generation of Paralympic talent and build a high-performance athlete
development (HPAD) plan. To this end, we supported the hiring of two Paralympic
high-performance advisors to support our winter and summer targeted sports
in the development of their Podium Pathways, and have started to conduct HPAD
workshops for individual sports in partnership with Own the Podium (OTP). Marissa Papaconstantinou and coach Chris Holden are featured in a photoshoot for
the Canadian Paralympic Committee Recruitment Ad Campaign entitled “It’s More
Moreover, CPC has been able to deliver a world-leading standard of service and Than Sport”. Photo: Canadian Paralympic Committee/Frédéric Solenthaler
support to Team Canada for Sochi 2014. This has included one-on-one meetings
between our Chef de Mission and NSOs, and an Orientation Seminar that was such as OTP, Sport Canada and CAC on these initiatives and to support our
extremely well received by all attendees. A full debrief process will be organized membership to think beyond their sport-specific context and to view LTAD
following each set of games in order to enhance delivery even further for the from a systems perspective.
Toronto 2015 Pan Am/Parapan American Games and the 2016 Paralympics in
In addition, CPC has invested in programs to provide potential athletes, coaches
Rio de Janeiro.
and volunteers with the opportunity to get involved in parasport. These include
To begin building a world-class Paralympic sport system, the CPC has begun to our Get Involved Online Portal, which supports visitors to access information from
address systemic gaps in Long-Term Athlete Development (LTAD) by supporting hundreds of sporting organizations; a series of Parasport Festivals that have
our membership in creating and refining coordinated LTAD plans for their sports. helped drive grassroots participation; and the Soldier On program for military
We have hosted a number of significant sport-specific LTAD summits and allocated personnel with disabilities. In 2013-14 alone, two Soldier On camps—one focusing
implementation grants to NSOs such as Cycling Canada and Triathlon Canada. on winter sports, the other on aquatic sports—led to the recruitment of 21 new
Through this process, we have learned valuable lessons that will assist us as we athletes. During the same year, Para Equipment Grants from the CPC helped
move forward, including the need to work closely with performance partners
6 Canadian Paralympic committee – Strategic FRAmeWORK
A Critical Juncture
Paralympic Sport in Canada is at a critical juncture. The CPC has witnessed a rapid
social acceleration in the appreciation of, and appetite for, Paralympic sport—
more rapid than anyone could have predicted even a few short years ago. There is
a growing sense of excitement and Canadians feel more connected to our athletes
than ever, drawn to their inspiring stories and amazing athleticism, to their drive
and their passion.
Ottawa’s Sochi Paralympians with Ottawa CIBC employees at the CIBC South Keys Banking
Centre. Photo: Patrick Doyle/CIBC Awareness of Paralympic Sport, the Canadian Paralympic Team and the Paralympic
brand is flourishing in Canada amongst sport partners, corporate leaders, educators,
17 sports purchase specialized adaptive equipment, while our Recruitment Grants youth, parents, fans, and significantly in the media. At the same time, the
supported 18 sports initiatives designed to enlist new members. Paralympic story has shifted dramatically to one that focuses more on athletic
achievement: There were more than 1.5 billion media impressions around the
The CPC has also taken crucial steps to create a sustainable business model. Not
only has our corporate sponsorship revenue increased by over 190%, since 2010,
we have also laid the foundation for revenue diversification through fundraising,
better client service for our existing sponsors, and the sale of broadcast rights.
The CPC has proven itself to be a multiplier leveraging every dollar the government
invests to generate additional funding from other sources. To this end, we are
creating a new in-house Foundation and will hire a Foundation Manager to lead the
execution of our fundraising plan, which will be in place by April 1, 2014. By 2022,
our vision is for 25% of our revenue to come from the Foundation, with the remainder
equally split between public sector sources and corporate sponsors.
In order to expand awareness of Paralympic sport and build the Paralympic brand,
the CPC is taking an enhanced approach to communications and media relations,
beginning with London 2012. This has resulted in the Paralympics receiving more
media coverage than ever. For example, there were 40 accredited Canadian media
onsite during the London 2012 Paralympics, resulting in more than 5,000 articles
or clips on the Canadian Paralympic Team—triple the Vancouver 2010 total.
Brad Bowden takes a shot as Canada takes on Czech Republic in Sledge Hockey at the
2014 Paralympic Winter Games in Sochi, Russia. Photo: Matthew Murnaghan/Canadian
Paralympic Committee
Canadian Paralympic committee – Strategic FRAmeWORK 7
London 2012 Paralympics, the vast majority of them in the sports section,
compared to 40% of them in 2011–12 and 25% in 2010–11. This signals the
“mainstreaming” of Paralympic coverage — previously relegated to “lifestyle”
reporting, our athletes and coaches are now profiled by sports reporters.
On top of this:
• Three out of four Canadians agree that the athletic performance of
Paralympians is amazing.
• 45% of Canadians (13.6 million viewers) watched the 2010 Paralympic Dave Richer competes in the Mixed
Winter Games. Individual – BC2 1/16 Final at the
London 2012 Paralympic Games in
• C orporate sponsorship is growing rapidly: in 2013-14, the CPC’s $3.4 million the ExCeL Centre. Photo by Matthew
in corporate revenues exceeded our target by more than $600,000 and Murnaghan/Canadian Paralympic
we secured five new corporate partners: Premier Partner CIBC and Official Committee
Suppliers Conceptum, the Royal Canadian Mint, Send2News, and Yahoo Sports. (Right) Benoit Huot celebrating
• F our corporate partners also created customized TV commercials to air during his win in the Men’s 200m IM – SM10
the Paralympic Games in Sochi, representing an investment up to $3 million finals at the London 2012 Paralympic
Games in the Aquatics Centre.
and the potential for significant increases in awareness. Photo: Matthew Murnaghan/
Canadian Paralympic Committee
This exploding interest has raised the level and stakes of competition to new Our athletes are inspiring by any measure, and their success on the international
heights. As a result, CPC is in an excellent position to embrace both the stage is our raison d’être. Their podium performances create extraordinary
opportunities and challenges that come with this new era in Paralympic sport. moments that help define us as a nation while at the same time celebrating the
heights to which people with disabilities can aspire.
The CPC has a powerful story to tell, and our athletes are at the heart of it. Each
and every day, elite Canadian athletes backed by dedicated coaches, trainers, At this critical juncture, propelled by the exploding interest in Paralympic sport,
family and friends push the boundaries of human achievement. Sometimes our committed membership, dedicated performance partners, and renewed
they succeed; sometimes they fail. And then, driven by their passion for sport, business model, the CPC is poised to write the next chapter in the history of
they get up and do it all over again the next day always with an eye on that next Canadian Paralympic leadership.
personal goal and, beyond that, the podium.
And this will be the most exciting chapter yet.
8 Canadian Paralympic committee – Strategic FRAmeWORKCanadian Paralympic committee – Strategic FRAmeWORK 9
Cindy Ouellet competes in the Women’s
Wheelchair Basketball preliminary round
CAN vs. AUS at the London 2012 Paralympic
Games at the Basketball Arena.
Photo: Wheelchair Basketball Canada/
Canadian Paralympic Committee
To secure our country’s place as the world’s leading Paralympic
nation by 2022, we must be:
• Clear in our aspirations: We are defining what “world-leading”
Coach Robin McKeever motivates Brian Mckeever and guide Erik Carleton as they compete means in specific, tangible ways based on evidence and evaluation.
in the cross country mens 20km Visually impaired event at the Sochi 2014 Paralympic
Winter Games in Sochi Russia. Mckeever went on to win gold. Photo Scott Grant/Canadian • Focused in our plan to win: Looking through a performance-based
Paralympic Committee lens, we have revisited, reaffirmed and refined the four strategic
areas at the core of our 2010 strategy.
Over the last six months, the CPC has worked closely with our members, our
performance partners, our board and staff to make the critical strategic choices • Nimble in adapting to an ever-changing landscape by ensuring
necessary to achieving our shared goal of becoming the world’s leading access to timely, relevant and reliable data. We’ll be well
Paralympic nation by 2022. positioned to make high-quality decisions and to course-
correct when necessary.
Central to this rigorous, disciplined process was asking and re-asking fundamental
questions to define our priorities and determine the best way forward. Among • Leaders in mobilizing and supporting our members and partners:
them: What do we aspire to achieve? What are our priority sports? What key The diversity of the Paralympic community is one of its greatest
advantages will characterize a world-class Paralympic sport system in Canada? strengths. Understanding how to better link, engage and mobilize
National and Provincial Sport Organizations, performance partners,
And as we generated answers to these questions, we coalesced around four guiding athletes, coaches, and other members of the Paralympic community
principles that are paving the way for the CPC, our members and our performance will be key to a strong, sustainable, and vibrant future.
partners to move forward with purpose.
10 Canadian Paralympic committee – Strategic FRAmeWORKMoving Forward With Purpose
What does it mean to be the world’s leading Paralympic nation by 2022?
The answer to that question is a complex one. Yes, podium performances are
part of it — but it goes far beyond winning more medals.
When we achieve our goal of making Canada the world’s leading Paralympic
nation by 2022, we can expect to see an exciting new reality that includes:
• The Paralympic Games as a mainstay of Canadian sport, with respected and
high levels of media coverage, recognition, interest and investment.
• Strong alignment, coordination, cooperation and engagement among the
Canadian Paralympic community, its partners and supporters, all of whom are
working together to build an effective Canadian Paralympic Long-Term Athlete Canadian Michelle Salt competes in the women’s para snowboard cross standing event
Development (LTAD) pathway. There is a clear pathway to achieve specific at the 2014 Sochi Paralympic Winter Games in Sochi, Russia. Photo: Scott Grant/Canadian
performance goals in both the winter and summer Paralympics. Paralympic Committee
• A bundant resources for the
Canadian Paralympic community This bold vision for Paralympic sport is more than just a dream. With hard work
to build and maintain a strong and determination — and a great deal of cooperation among all our stakeholders,
and effective parasport system. members and performance partners — we can make it a reality.
• E mboldened, decisive leadership Own the Podium (OTP), for instance, has doubled its efforts to support Paralympic
engaged in and promoting the success and system development, and Sport Canada continues to provide strong
Paralympic movement both financial support, analysis and insight.
domestically and internationally.
Alignment and coordination are vital to our collective success going forward.
For example, the CPC, OTP, Sport Canada and the Coaching Association of Canada
Justin Karn competing in the
(CAC) are working together on a number of fronts including coaching development
Repechage at the London 2012 Par- and high performance equipment.
alympic Games in the ExCel Centre.
Photo: Matthew Murnaghan/Canadian The CPC is also working with our performance partners to build a performance
Paralympic Committee partnership profile to better define our fundamental working relationships. This
will help ensure our messaging is consistent, our shared priorities clear, and that
there is clear alignment and coordination across our work together.
Canadian Paralympic committee – Strategic FRAmeWORK 11The Plan to Win: A Focus on the Podium
If the Everest for our athletes — the highest peak they can summit — is a gold
medal at the Paralympic Games, then the CPC is the sherpa for the final ascent.
We are working closely with member organizations, our performance partners
and the broader sport community to identify the next generation of Paralympic
athletes and coaches. We are confidently and competently mapping out a clear
path to the summit, removing any roadblocks and distractions along the way.
As we look ahead, we will plant our flag on the summit every two years, and lead
the country in celebrating our Canadian athletes’ heroic achievements.
Like any sherpa worth his (or her) salt, the CPC has to make sure it has the right
tools in its pack to effectively support our high performance athletes as they
strive towards the summit. These tools were forged from the same four pillars
that formed the basis of our strategy in 2010. They are:
1. Podium Results
• Games Missions
• S ystem Excellence
2. System Development and Education
3. Sustainable Business Model
• C orporate Services
• Revenue Generation Canadian Josh Dueck competes in the men’s Super G, sitting skiing at the 2014 Paralympic
Games in Sochi, Russia. Photo: Scott Grant/Canadian Paralympic Committee
4. Strong, Engaging CPC Brand
In line with our drive to bring maximum clarity and focus to our strategy going
forward, the CPC, our members and partners set out to define what each one
of these “tools” needs to look like in a world-leading Paralympic nation. Through
our planning process, we set clear targets and outcomes for each one, and
identified specific activities (along with resource allocations) that will enable
us to achieve them.
12 Canadian Paralympic committee – Strategic FRAmeWORKDefining the Tools:
1. Podium Results:
Component #1: Games Missions
By focusing on overall Games preparation, including targeted pre-Games en-
hancement initiatives and the provision of world-class Games mission support,
we will enable Canada to achieve our medal targets in the 2016–2022 Games.
This will include initiatives such as: Aurelie Rivard swims at the London 2012 Paralympic Games
Photo: Canadian Paralympic Committee
• CPC site visits in 2015, 2016, 2018
and 2020;
Component #2: System Excellence
• CPC site visits with sports in 2015
and 2016; By focusing on the recruitment of both world-class coaches into Canadian paras-
• A 2015 Team Orientation seminar; port and promising para-athletes into high performance programs,
we will support and work to ensure aligned development pathways for both.
• NSO information sessions;
• Performance and preparation This will include initiatives such as:
support to sports; and • Supporting the development of individual sport podium pathways and
• Maximizing the alignment of Games gold medal profiles;
services and partnerships with the •Targeted coaching partnerships with NSOs and ongoing learning for
Canadian Olympic Committee for high-performance coaches;
2015 and 2016.
• Maximizing high-performance strategic partnerships with organizations
such as OTP and Sport Canada;
Canadian skier Mac Marcoux and guide
Robin Femy celebrate their Bronze medal
• Supporting NSOs in their pursuit of podium results through targeted
win in the mens’s Super G visually impared high-performance initiatives and equipment funds for elite athletes; and
at the Sochi 2014 Paralympic Winter • Adopting a classification strategy that includes the development of a
Games in Sochi Russia. Photo: Scott Canadian classification framework, a classifier database, and grants to
Grant/Canadian Paralympic Committee
develop national and international classifiers.
Canadian Paralympic committee – Strategic FRAmeWORK 132. System Development and Education
By focusing on athlete development activities that are proven to translate into better
high performance outcomes, we will achieve our goals for increased participation
while also ensuring a stable foundation for future Paralympic success.
This will include initiatives such as:
• A series of provincial LTAD (Long-Term Athlete Development) summits to lay the
groundwork for a clear and sustainable pathway for parasport that’s harmonized
across the country;
• Sport-specific implementation grants;
• Jumpstart and Invacare grants;
• New funds for para equipment and recruitment; and
• T he expansion of school and educational resources and activities (i.e., Changing Tyrone Henry is featured in a photoshoot for the Canadian Paralympic Committee Recruit-
Minds, Changing Lives and Paralympic Schools Week) to increase awareness ment Ad Campaign entitled “It’s More Than Sport”. Photo: Canadian Paralympic Committee/
and drive participation. Frédéric Solenthaler
3. Sustainable Business Model
Component #1: Corporate Services
By focusing on investment in our leadership, capacity and infrastructure, we will
continue to foster collaboration among our performance partners and member-
ship while building a world-leading, transparent, accountable, and sustainable
business model.
This will include initiatives such as:
• Ensuring the CPC is represented both domestically and internationally within
organizations such as the IPC, APC and Toronto 2015 so we have an opportunity to
participate in decisions that will affect the Canadian Paralympic sport system;
Mark Arendz (Para-Nordic) with Vancouver 2010 Coach Kaspar Wirz discuss strategy
at the Vancouver 2010 Paralympic Winter Games. Photo: Bogetti-Smith/Canadian
Paralympic Committee
14 Canadian Paralympic committee – Strategic FRAmeWORK•N ational and international recognition of athletes, coaches and builders; Mark Ideson, Sonja Gaudet, Dennis Thiessen,Ina Forrest and Jim Armstrong receive their
gold medals after defeating Russia in the Gold Medal Wheechair Curling match at the
• F ostering collaboration among our performance partners and membership 2014 Paralympic Winter Games in Sochi, Russia. Photo: Matthew Murnaghan/Canadian
around shared priorities through quarterly meetings and a robust membership Paralympic Committee
engagement strategy; and
• I ncrease in infrastructure, accountability and reporting capacity for the CPC, This will include initiatives such as:
and provision of support for membership and system partners. • Measuring and demonstrating return on investment (ROI) for all our
corporate partners, including the delivery of strong marketing programs
Component #2: Revenue Generation: for all major Games;
We will achieve our ambitious revenue targets by delivering superior service • Creating and executing a new fundraising plan for the Foundation, including
and excellence to our existing partners, demonstrating exceptional return on a donor stewardship program; and
investment and, ultimately, by renewing and expanding commitments from • Creating and executing a stakeholder relations plan that will involve joint
existing partners. At the same time, our strategy will seek to attract new events with key partners and the execution of a customer relationship
partners to the CPC family (corporate Canada, government funding, donors). management (CRM) plan with our key government partners.
Canadian Paralympic committee – Strategic FRAmeWORK 154. Strong, Engaging CPC Brand
Through an aggressive and integrated communications and marketing strategy,
we will increase the awareness of and support for the Canadian Paralympic
Team, build awareness of parasport to encourage greater involvement by
Canadians, both able-bodied and disabled, and to enhance the reputation of
the Paralympic brand.
This will include initiatives such as:
• Ensuring the consistent presence of Paralympic sport in mainstream media
through leadership in the Broadcast Consortium and the acquisition of
broadcast rights for Paralympic Games and World Championships;
• Developing a consistent calendar of media, public and government relations
opportunities and events to promote Paralympic athletes;
• Tracking and evaluating CPC brand awareness and perceptions on an ongoing
basis, as well as the effectiveness of brand campaigns and activations;
• Investing in marketing and promotion in support of international events
hosting within Canada;
• Developing marketing assets that target high performance recruitment
and Paralympic teams; and
• Developing innovative strategies to use social media to build engagement
and drive recruitment.
How We’ll Learn Canadian Paralympic Committee Sochi 2014 ad campaign “It’s not what’s
missing, it’s what’s there.”
Not even the most brilliant strategy can be effective without the ability to track
progress and course-correct along the way. In line with OTP best practices, quadrennial, culminating in the Paralympic Games. In this way, we will be able
the CPC will follow a four-year strategy debrief cycle. It will focus on the rollout to track what’s working, what isn’t, and determine how we can improve as an
of the strategy and annual refinements to the plan in years one, two and three, organization at multiple levels, from the CPC Board and Senior Management
while in the fourth and final year, the emphasis will shift to reviewing the full Team to the Program Teams.
16 Canadian Paralympic committee – Strategic FRAmeWORKPartnerships: Our Core Strength
At the CPC, we believe our core strength — and our ability to successfully
support our athletes in their final gold-medal ascent — will come from strategic
partnerships.
While CPC will be responsible for facilitating and supporting Canada’s advancements
in parasport, as well as identifying and engaging those like-minded organizations
who will work with us to clear a path to the top, our partners, including member
NSOs, Sport Canada, Own The Podium, Canadian Sport Institutes, the Coaching
Association of Canada, and provincial ministries of sport, health and education
will implement this plan in collaboration with CPC.
It has long been evident in the Canadian sport system that we are always
stronger, and stand the best chance of success, when we work together towards
a shared outcome.
Our goal to make Canada the world’s leading Paralympic nation by 2022 is not
going to be easy to reach, but with our members and partners standing strong
beside us, it can be achieved through hard work, focus and determination.
Parasport has come a long way since Canada hosted the Torontolympiad in 1976,
and there is still much work to be done. This strategic plan will take the Paralympic
movement boldly and purposefully into the future — and we believe it will be a
future that all Canadians will be proud of.
[Top] Chris Klebl with his Men’s 10km Sitting gold medal and Brian McKeever with his
15km free Visually Impaired gold medal at the 2014 Paralympic Winter Games in Sochi,
Russia. Photo: Matthew Murnaghan/Canadian Paralympic Committee
[Right] Kevin Evans of the Canadian Paralympic Archery Team steadies himself before a
shot during a training session at the London 2012 Paralympic Games at The Royal Artillery
Barracks. Photo: Phillip MacCallum/Canadian Paralympic Committee
Canadian Paralympic committee – Strategic FRAmeWORK 17Our Members
TM
CANADA
18 Canadian Paralympic committee – Strategic FRAmeWORKOur Partners
Canadian Paralympic committee – Strategic FRAmeWORK 19Funding partner Sport Partners
Our Corporate Partners
Premier Partners
OFFICIAL SUPPLIERS
Broadcast and Media Consortium
20 Canadian Paralympic committee – Strategic FRAmeWORKCanadian Paralympic committee – Strategic FRAmeWORK
Canada’s Paralympic Team enters Fisht Stadium led by flag bearer Sonja Gaudet during the Opening Ceremonies of the Sochi 2014 Paralympic Winter Games in Sochi, Russia. Photo: Matthew Murnaghan/Canadian Paralympic Committee
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