To implement this article, it is necessary to :  Integrate universal accessibility into the strategic thinking and planning of cultural organizations.

Which can mean :

• Put into place annual action plans in terms of universal accessibility  with an action plan, in order to respond to current challenges (for example: inaccessible architectural elements,  continual training of teams, accessibility to online platforms, etc.) and emerging issues (for example, new uses of spaces, unexpected needs of certain people, etc).

  - Examples of good policies on accessibility : BAnQ, Ville de Montréal

  - Recueil de bonnes pratiques de l’Office des personnes handicapées du Québec  (OPHQ)

• Provide accommodation services, for example places reserved for persons in wheelchairs, mobility assistance, assistive listening device systems for the hard of hearing, literature available in Braille, or videos in Quebec Sign Language, a service via telephone, and so forth.

  - Examples of accommodation services : BAnQ, Place des Arts

  - OPHQ Guide

• Set up a way to provide feedback on one’s   experience, such as a service for complaints that is receptive and sensitive to the issues, in order to remain attentive  and allow services to be accommodating on an ongoing basis.
  

• Explicitly commit to work towards universal accessibility in collaboration with organizations seeking the same goal, and take on the position as an ambassador on matters of accessibility before politicians, the media and other people in positions of power towards a collective awareness of the issues.

• Develop and integrate practical tools to promote appropriate responses from the institution (practical guide on universal accessibility, accessibility checklist, summary sheet  of practical information, etc.)

To implement this article, it is necessary to : Train and raise awareness amongst the teams involved in the design and management of cultural venues on accessibility issues.

Which can mean :

• Make tools available to teams and the public: technical handouts, floor plans, literature addressed to the public, information on accommodations available, etc.

• Ensure ongoing training for teams in response to needs and challenges met by some of the public at cultural venues, especially by working with specialized organizations ( Société Logique,  Alter-Go,  Kéroul, etc.).

• Use awareness-raising activities amongst the teams, such exploratory walks with people experiencing barriers related to accessibility or mediation meetings when complaints are filed.

To implement this article, it is necessary to : Review the existing standards and integrate universally accessible standards in all development projects.

Which can mean :

• Incorporate strict universal accessibility standards,at the heart of all future infrastructure projects or modification projects, in order to ensure a barrier free  design and path at the core of the organization.

• Entrust someone in a leadership position take on the responsibility of handling matters related to universal accessibility, someone who can consider the   financing  and necessary modifications beforehand, and ensure they are addressed accordingly

• Centralize the accommodation services offered in order to have a dedicated team, equipped and trained to take charge of matters.

To implement this article, it is necessary to : Arrange the layout of cultural spaces according to universal accessibility standards and user-friendliness. 

Which can mean :

• Layout of  signage in a way that  allows for easy orientation of one’s self on the premise, such as tactile warning strips for persons who are blind or visually impaired, maps of the premises, pictograms, or clearly visible seat numbers in auditoriums. 
  

• Ensure good lighting in the reception area, and in the rooms, in order to allow the public to settle in, to familiarize themselves with the documents provided, as well as the premises. 

• Set up various pieces of furniture to accommodate different needs (adjustable seats, ramps, elevators, chairs, etc.)

• Provide suitable reception areas where it is possible to sit down, especially for the elderly people with reduced mobility.

• Make washrooms accessible and gender-neutral, possible to use without authorization, nor a key.

• Offer  relaxed performances where schedules, the pace of the reception, the sound effects, the lighting, and the expectations are reviewed to make the show accessible to persons living with different conditions  (chronic pains, hypersensitivity, autism, neurodivergent, developmental disabilities, Gilles de la Tourette syndrome, etc.) making them more sensitive to these elements.

To implement this article, it is necessary to : Roll out a strategy for ongoing training, awareness, and accountability of the organization to the realities and needs of the public. 

Which can mean :

• Put into place a  policy against racial and social profiling, along with training for the reception team and security team.

• Create or dedicate a supervisory position for hospitality services and accessibility within the institution and assign dedicated staff on site to receive and support people living with functional limitations.

• Ensure that there are clear protocols for hospitality services and security, as well as a clear division of labour, with positions responsible for the quality of the hospitality experience.

To implement this article, it is necessary to :

Provide guidance and equip human resources to be able to set up a human reception structure, available and aware of the challenges of universal accessibility.

Which can mean :

• Set up a  code of ethics clarifying the values and principles which guide the reception in a collaborative way with the teams. example for code of ethics :  BAnQ,  Place des Arts

• Set up a  anti-harrassment policies, to encourage harmonious working relationships which are reflected in the reception of the public, and in the atmosphere within the organization.

• Offer training tailored to hospitality services staff on specific needs,  anti-oppressives practices (against racism, sexism, ableism, etc.), and forms of non-violent communication

   Accommodation trainings :  Alter-Go,  Kéroul,  Société Logique

• Adjust the criteria and hiring profiles of the staff to foster to promote skills that meet the needs of the public, with an emphasis on open-mindedness, empathy, and kindness

To implement this article, it is necessary to : Set up accommodating and informative reception service resources

Which can mean :

• Communicate clearly and intuitively the  expectations towards members of the public (applause, silence, turning off phones, etc.) in program notes, on posters and / or on the web, in order to avoid misunderstandings arising from implicit rules unknown to some members of the public.

• Use clear and easy to understand language in customer service, avoiding technical or specialized jargon.

• Ensure a clear, visible, and easily identifiable presence of staff, without signifying forceful positions with symbolically intimidating uniforms.

To implement this article, it is necessary to : Prepare the public for a cultural and artistic experience during the welcome.

Which can mean :

• Make accessible documentation available about the cultural experience (program notes, staff available to answer questions, videos in  Quebec Sign Language, etc.)

• Raise public awareness of respect and tolerance for different forms of appreciation, especially with regards to  departures from the classical ritual or non-traditional forms of expression of appreciation.

• Announce available accommodations in advance (in the communications, using pictograms, etc).

To implement this article, it is necessary to : Put into place learning mechanisms around the service experience

Which can mean :

• Collect data on the public’s experience with the vision for ongoing improvement, especially using digital tools (website, dedicated email address, contact information online for a person, etc.), and for direct contact (phone number, person available on location, suggestion box, etc.)

• Make members of the welcome team available to meet the needs of the public or provide guidance to them.

• Offer the possibility to submit feedback anonymously if desired, and to listen, and be receptive to the feedback.

To implement this article, it is necessary to : Develop various approaches for the pricing system which promotes accessibility to the cultural activities offered.

Which can mean :

• Adhering to the assistance programs, such as the  Companion Leisure Card (CLC), allowing a person with a disability to be accompanied free of charge, by a personal attendant, in order to have the necessary support to participate with dignity, and equally.

• Establish fair pricing and flat fees adjusted to different groups of the general public (for example: modified pricing for children, the elderly, or families, set prices for persons with low-income, etc.)

• Include in the price of the ticket any service that may be necessary (for example, coat check, access to documentation, audio guides, etc.)

• Propose a free of charge and accessible offer allowing for the arts to be discovered and appreciated, for example invitations to community groups, a program allowing children from low-income areas to participate, hosting classics open-air at neighbourhood parks, activities free of charge in public spaces, etc.

• Make unsold seats available, through “last minute tickets”, offered either at reduced prices to low-income people or free of charge to community organizations.

• Establish pricing for theaters or halls offering a wider range of prices, including more seats at reduced prices
  Example of pricing range :  Opéra de Montréal

• Mobilize various philanthropic strategies in order to collect the necessary resources to set up free or low-cost accessibility programs : fundraising, setting up a dedicated internal foundation, influential work, etc.

To implement this article, it is necessary to : Synchronize cultural organizations to the different rhythms of the public. 

Which can mean :

• Offer daytime, evening and weekend hours of operation for institutions that offer ongoing services (e.g. museums, art galleries, cultural centres, etc.) to allow greater access for everyone, including families.

• Offer different time slots for one-off programming events, corresponding to different types of schedules (9 to 5, evening work, weekend work, etc.)

• Develop partnerships with private companies in order to increase employer support for cultural participation, for example by promoting the arts as a means of fostering team building.

To implement this article, it is necessary to : Develop partnerships and collaborate with community environments to explore how to offer more accessible cultural activities.

Which can mean :

• Offer set tailored services that meet specific needs, are communicated in a clear and appropriate manner and are developed in collaboration with community groups directly affected.

• Make a percentage of the tickets available to social groups of low-income, through specific organizations giving out tickets and allowing for them to be used as intervention tools.

• Establish an invitation system with educational and community organizations, so that cultural experiences serve as educational opportunities, rotating among invited organizations so that as many people as possible can take advantage of them.

• Create a common interface (electronic kiosk, socio-professional networks, consultation spaces, etc.) between cultural institutions and community organizations in order to better meet each other's needs.

To implement this article, it is necessary to : Recommend and promote local and accommodating cultural programs, set out in a close proximity of living environments and cultural venues, for example in boroughs and neighborhoods.

Which can mean :

• Moving artistic programming towards the people, by proposing events held locally within the living environment, on the borders of neighbourhoods where the cultural activities are already concentrated.

• Experiment with mobile art projects, e.g. a travelling theater in parks, a library on wheels, a rotating exhibition, etc.

• Carry out tours in the  districts and  regions less served by the cultural programs, on a recurring or occasional basis, in order to make programs accessible to a geographically more distant public.

• Develop a partnership network of regional contacts, including, for example, regional concert halls or local art or archive centres, which can serve as complementary venues.

• Support and collaborate with independent and accessible theatres already existing in living environments, especially by developing collaborations with these places and the networks of which they are part with the aim of strengthening and decentralizing the production and dissemination of culture in the area.

• Develop promotional campaigns outside of the neighbourhoods or regions mainly inhabited by the organization's traditional audiences.

To implement this article, it is necessary to : Offer remote or digital services, while ensuring that the use of these services is as simple as possible (ticket purchase, information requests, etc.).

Which can mean :

• Ensure that it meets  Web accessibility requirements on its website and digital services

• Produce and make available online in  accessible digital formats essential information related to the organization: overview of the organization, programming, description of services, educational or promotional material, etc.

• Allow the possibility to contact the cultural organization by phone, not only by internet, especially for ticket purchases, information requests and customer service.

• Develop a cultural program available remotely, including, for example, shows broadcast on television channels or the possibility of borrowing documents by mail.

• Survey the public on their needs and interests through web platforms.

To implement this article, it is necessary to : Improve access to transportation to ensure equal and equitable access to cultural organizations. 

Which can mean :

• Put in place logistics tailored to the challenges of transportation, including, for example, dedicated staff in charge, clear signage, a schedule of start and end of events to facilitate coordination, etc. 

• Regularly update the transportation information available on the website.

• Offer training to teams and information to the public about  paratransit, and maintain a monitoring system to remain attentive to the needs in this regard, and to make the necessary adjustments to the use of this type of transportation.

• Promote access to, and use of public transit, for example by establishing collaborations or partnership agreements with public transit, paratransit or school transportation services to support access to organizations and facilitate travel for their riders.

• Centralize and systematize the space dedicated to the reception area for paratransit and standardize related practices, including a waiting area with a view of the loading dock and clear signage.

To implement this article, it is necessary to : Communicate the information in universally accessible way.

Which can mean :

• Propose communication tools in  alternative or adapted formats, for example, in Braille, with large print or through videos with narrative description.

• Use  appropriate means of communication, particularly for people who are Deaf or hard of hearing (subtitles, tuning system, videos with   interprétation en langue des signes québécoise , etc) et aux personnes aveugles ou malvoyantes (vidéo avec audiodescription, documents disponibles en brailles ou adaptés à des logiciels de synthèse vocale, etc.) 

• To offer services in Quebec Sign Language, including  interpretation on demand at events, and by promoting the hiring of people who use this language in human resources. 

• Use simple and accessible language in communications, focused on respect and courtesy, while avoiding language that is only accessible to insiders.

• Put in place an  inclusive writing policy, favouring epicene (gender neutral) language and integrating feminization in the organization's communications

• Use pictograms and other visual aids to communicate more intuitively and universally across language divides.

To implement this article, it is necessary to : Promote, disseminate and apply good practices in terms of accessibility in the cultural setting.

Which can mean :

• Ensure that essential information is available in a variety of languages, including, for example, Quebec Sign Language, simplified language, Indigenous languages, French, English and other languages appropriate to the organization's audiences.

• Prepare a visitor's guide presenting the organization in a simple and intuitive way, including information about the itinerary, schedule, accepted methods of payment, dress code, available transportation, and any other relevant information that would be available on the website and that would allow the visitor to understand the experience step by step. (exemple of a guide developped for the project)

• Ensuring accessibility of  digital services and documents, by continuously working towards ever-increasing  Web accessibility (revision of graphic charters according to accessibility criteria, user-friendly website in plain language, readability, diversified referencing, etc.).

• Develop a checklist to ensure accessibility of communications and events, which can be used as a memory aid for teams. (sample checklist developed by the Centre for Community Organizations)

To implement this article, it is necessary to : Adequately prepare the public/audience for a cultural experience, before even arriving on location.

Which can mean :

• Set up a warnings related to sensitive content (such as strobe lights, violence, gunfire, etc.), communicated before the show and at the time of ticket purchase, with warnings shared on the Internet and at the venue. 

• Communicate in advance the maximum decibel level (sound volume) and the presence of sensitive visual effects.

• Clearly communicate accessibility information about the location up front, and start and end times. 

• Communicate the  institution's expectations from the public, both before and during the event, for example, by providing information on the expected code of conduct and the reasons for it (applause, opportunity to move, delays, etc.).