Publications

Summary

As part of the accessibility, diversity, equity and inclusion (ADEI) conceptual umbrella, how accessibility is envisioned and requires increasingly greater attention and involvement from both cultural managers and audiences of inclusive arts organizations? But what is the scope of an accessibility management plan? What exactly does an accessibility plan include, and how do cultural institutions engage with accessibility requirements today? Such questions drive this chapter, illustrated by the case of Teatro Villa Mayor, located in Bogota. Since this cultural institution opened in 2000, its goal has been to “bring people together around shows of quality and diversity that make the theater a symbol of the city.” In 2016, the city approved a new managerial plan for this facility. In response, Teatro Villa Mayor implemented a three-part management strategy for its teams, outlined in this chapter. First, the “Mindset” phase redefined this place as a cultural institution accessible by not one but multiple communities. Second, the “Possibility and capacity” phase activated awareness and training to prepare the theater to be able to receive any kind of event. Third, the “Productive learning” phase encouraged concrete actions to design, implement, and promote new experiences for the audiences. By detailing the strategic changes and evaluation measures adopted by the Teatro Villa Mayor to sustain accessibility, the positive results from accessibility management in cultural industries, such as an increased capacity to organize more events and to welcome new participants, can be discussed.