Abstract
<jats:p>This article examines inclusive work models in Russian cultural institutions, documenting institutional models of work with the blind and visually impaired in Russian museums and theaters against the backdrop of a broadening inclusion agenda and a shift toward results-oriented management approaches in the cultural sector. The goal is to classify models of interaction with this group of visitors and highlight their strengths and weaknesses in terms of management, resources, and sustainability. Modeling and comparative analysis of empirical data are used, drawing on monitoring data conducted by the VER.SIA LAB Laboratory for Social Research and Analytics in 2024 as part of the "Special View" Program of the Art, Science, and Sport Foundation.</jats:p> <jats:p>Three successive stages of inclusive policy development in cultural organizations are identified, also known as models of inclusive policy: episodic, project-based, and program-based. The episodic model is based on one-time actions and the enthusiasm of individual employees. It is not formally documented and lacks its own budget, making inclusion vulnerable to staffing and financial changes. The project model relies on grants, sponsorship, and team expansion, enabling more regular practices, but remains dependent on external funding and a shortage of staff dedicated to inclusion. The program-based model assumes inclusion is integrated into the development strategy, with stable internal funding and specialized positions allocated. However, it faces the risk of bureaucratization and loss of priority when the management agenda shifts.</jats:p> <jats:p>The transition from the episodic to the project-based and then to the program-based model requires management support, inclusion being anchored in strategic documents, regular budgeting, developing partnerships with NGOs and communities of people with visual impairments, and their inclusion in participatory program design. For cultural institution managers, a typology of inclusion models is important as a tool for assessing the current level of development of inclusive work, planning a transition to more sustainable models, and minimizing risks associated with human factors and funding instability. The authors formulate practical conclusions for managers: the need to institutionalize inclusion in the institution's mission and strategy, create cross-functional teams, develop partnerships with communities of blind and visually impaired people, and gradually transform successful projects into permanent services. The article is addressed to museum and theater directors, program curators, and inclusion and cultural policy specialists.</jats:p>