ABSTRACT
The Organizing Committees for most major sporting events that include disability events now function as one entity employing ad hoc and working groups to develop and support legacy. This chapter focuses on findings related to governance arrangements that would more effectively support the achievement of strong leveraging tactics to facilitate greater opportunities for disability sport and the realms of accessibility. In each of the cases examined for this research, the process of developing legacy was guided by organizational actors and management practices that offered a particular social change agenda for the local community. In many ways, the differences were distinct and resulted in a variety of perspectives on sustainable outcomes from the leveraging efforts. Insights and strategic learning collected through interviews, document analyses and onsite observations from both Games central to this investigation are used to discuss the implications for future host cities in different regions around the world, and how these approaches relate to sustainable management practices focused on social change.
