only consider applying for the simultaneous organization of the two events if it won the Olympic bid. This possibility did not interest the newly created Australian Paralympic Federation (APF), led by former athlete Ron Finneran, who was delighted with what had happened in recent editions of the Paralympic Games, where the same cities were hosting the Olympic Games. At the same time, the Atlanta Paralympics situation could help the rising importance and knowledge of the Paralympíc Movement around the world. The Bid Committee did not trust the APF to the same level as the organizational capabilities of the IPC, because of the short time it had been in operation, the lack of administrative and financial experience, the lack of experience and structure, and because of what was going on in Atlanta. The financial difficulties encountered by Atlanta had repercussions since the beginning of Sydney's plans: the APC was small, but had money to survive from its members and the Australian Government, though this would not be able to raise sufficient resources to promote the bid during 1992 and 1993. Some time after this situation was resolved, new questions regarding the reliability of the APF were raised by Australian public opinion. There were so many doubts and uncertainties that TV networks in the country had no potential interest in broadcasting promotional videos or involvement in marketing functions. At the same time, the Bid Committee was asked about sources of funding for the event, since the Paralympics did not have the market appeal of the Olympic Games and also, how the APF would be able to get other sources of private funding. The beginning of the dream With the successful integration in Barcelona, where the two events were marketed as a "60-day sporting celebration", the first contacts between the APF and the Sydney 2000 Bid Committee (SOBC) were made in 1991 and again in the first half of 1992. However, like all previous Olympics host cities, the SOBC had no plans to bid for the Paralympics unless Sydney won the Olympic counterpart. The lack of knowledge of local legislation also hindered the planning of the APF. Under Australian law, the SOBC was constituted as a "specific purpose entity", which barred any change in its composition. The SOBC operated as a joint venture company with a 100% of its composition divided into three equal parts: 33.3% owned by the Australian Olympic Committee, 33.3%