Phase 2 2023-28

In our role as caretakers of one of the World’s most important disability history collections, the Paralympic movement, we aim to become, and help others become seamlessly inclusive. From 2023 to 2028 for every £2 we spend we will positively broaden somebody’s understanding of disability and transcend heritage access.

In our first 5 years 2017 to 2023 we reached half a million people across the UK and overseas, establishing an accredited museum and collection of international importance.  Our learning programmes are recognised as groundbreaking in terms of D/deaf and disabled access and digital engagement. Our purpose and moral responsibility is to continue to bring this unique British heritage to life, in a compelling and evocative way that pushes the boundaries of access for all, changing attitudes, serving national inclusion agendas, and instilling national pride.

Vision 2023-2028

The vision and focus for the next 5 years is exciting and ambitious, developed through input from audiences, stakeholders, and our team it draws on our strengths, widening the collections, and delivering a range of engagement locally, across the UK and some overseas. We shall ensure that the theme of inclusion, across the full range of Paralympic sport, shapes what we deliver, how we deliver it and to whom we deliver it, as well as remaining a dynamic organisation that can respond to opportunity.

Central to this work are three interacting themes that will be delivered both physically and virtually, through local, national, international, regional, and academic partnerships.

The Programme: 2023-2028

Total Budget £2.1m and Total Target Audiences 1,000,000


The treasure at the heart of all great museums. By 2028 there will be:

  • knowledge and access to key collections relating to all Paralympic sports.
  • digitisation of unique early photographic images, films, Cord Magazine and Paralympic Games Programmes to be made available for researchers across the globe and utilised in engagement.
  • 50 new oral histories.
  • further Academic study programmes. 


Learning - Perpetuating personal growth and understanding through learning and partnerships. By 2028 there will be:

  • a learning and engagement programme, cutting edge in its access, broadened to celebrate the full range of Paralympic disabilities and sports, for schools and community groups.
  • 18 museum and disability sport organisation partnerships locally, nationally, and internationally, sharing and building on our heritage inclusion expertise and leaving lasting Paralympic and disability legacies in the form of engagement and sensory need toolkits.
  • work delivered in the voice of those who have lived experience of disability through the provision of trainee and work placements for those struggling to enter the heritage world due to their disability.
  • delivery of a 3D object scanning service led by a developed disabled workforce.
  • involvement in the bi-annual Paralympic Heritage Flame Lighting events for Paris 2024, Milano 2026 and Los Angeles 2028.

Exhibitions - The sharing of stories that changes lives for disabled people, and the attitude of others. By 2028 there will be:

  • virtual modular regional exhibitions representing 18 organisations across the UK, including 5 international venues, led by disability focus groups and disabled trainees.
  • a six-month installation of the regional exhibition at Milton Keynes Museum and input into a visitor centre at the Olympic Park, London. 
  • use of the Pop-up museum at 25 events and installation of 5 new displays for each of the 5 disability sport federations.
  • maintenance and development of the permanent displays at Stoke Mandeville Stadium.
  • 5 new opportunities for physical display outreach developed.


Being fit for purpose financially, through human resourcing and infrastructure enabling a dynamic business model that can respond to new opportunities. By 2028 we will have:

  • delivered financial plan and targets.
  • reviewed organisational infrastructure (including people, spaces, diversity, and environmental/climate change).
  • delivered an audience development plan in collaboration with partners.
  • implemented a new digital strategy as a key delivery tool.