“Get an interpreter for that hearing, and try to spend as little as possible”.
March 13, 2015 § 6 Comments
Dear colleagues:
Every time I read an article about court interpreting, look at your social media posts, or have a face to face conversation with a court interpreter, I cannot help but notice how the working conditions constantly deteriorate. For some time we have witnessed how the court interpreting system of the United Kingdom was completely destroyed and our colleagues had to courageously fight back so the rest of the world knew what had happened in their country. Time continues to run, and nothing has been done to improve that system now run by an entity whose greatest achievement was to sink the quality of interpreting services to an unimaginable low. We have witnessed the difficult times that our colleagues who want to do court interpreting face in Spain. We have heard many stories of court interpreters around the world having to fight for a professional fee, a professional work environment, and respect to the profession.
The situation in the United States is also very sad. It is true that the enforcement of Title VI of the Civil Rights Act has left little choice to the states. Now, state-level courts that want to continue to receive federal funds must provide interpreting services to all non-English speakers who need to have access to the justice system. The new demand for court interpreters beyond criminal cases has “inspired” many court administrators and chief judges to act in new and more creative ways to satisfy the requirement of having an interpreter next to the non-English speaker, even when the quality of this professional service is at best doubtful. To this day, there are jurisdictions where the question is: Does a warm body fulfill the legal requirement of providing interpreter services? Sadly, in some cases the answer seems to be “maybe”.
But the state courts want to comply with the federal mandate, and it seems that some of them will stop at nothing in order to achieve their goal. A popular formula was born: “Get an interpreter for that hearing and try to spend as little as possible”. The origin of this strategy is not clear, but it is obvious that this solution was not conceived by an interpreter. This is not even the brainchild of an administrator who at least has a basic knowledge of the interpreting profession; moreover, this doctrine has been embraced by some federal level courts as well. Let me explain.
Some court administrators have implemented a fee reduction. Today, some interpreters get paid less for their travel time to and from the place where they will render professional services; they get a lower fee, less compensation per traveled mile (kilometer elsewhere in the world) no reimbursement for tolls and bridges, and other very crafty ways that some courts have devised to pay less for interpreting services.
Other courts have increased the level of “scrutiny” and now watch over the court interpreters’ shoulder while they are doing their job; not the way a client observes the work of a doctor, a lawyer, or any professional individual, but the way a person watches over the performance of the guys who dry your car when you take it to the car wash. Many times this breathing on your neck type of scrutiny is enforced by adding paperwork and bureaucratic requirements to the fee payment process. To the interpreters, this means more time spent in the payment process, while making the same money than before the new requirements were in place. They are effectively making less money than before.
Of course there are also courts that now pay a lower fee during the contracted time if the interpreter’s lips are not moving: They pay a partial fee for the break time and travel time, even though the interpreters, who sell their time, have allocated those hours, or minutes, to that court as a client. Now some courts are tossing high fives at each other because they paid the interpreter a full fee for 45 minutes of work and a reduced fee for the 15 minutes in between cases when the interpreter did not interpret because the judge had to go to the bathroom.
And there is more: some jurisdictions have removed themselves from the payment process in those cases when, due to a possible conflict of interest, the court assigns a particular case to a private independent defense attorney, who is a member of a panel of lawyers, who can be appointed to these cases in exchange for a fee that is paid by the judiciary. This jurisdictions do not accept the interpreters’ invoices anymore; they now require the panel attorney to process the interpreter’s invoice and payment, generating two very sad effects: (1) Sometimes, the interpreter will have to wait a long time to get paid because their payment processing is not a top priority to the lawyer, and (2) It will help to keep alive the idea that interpreters are second-class officers of the court who do not deserve the court’s trust, because it is clear that these jurisdictions opted for a system where the attorney will need to access the court’s computer system to process interpreters’ payments, which is “preferable” over a system where interpreters would have to be granted that same access to the system. Why? Because it is too much of a risk to take? You can arrive to your own conclusions, but the fact is that this policy is very demeaning.
My friends, when you see and hear about all these policy changes you have to wonder: As these new strategies were discussed and adopted, where were the court staff interpreters, and the judges, and the administrators who know what interpreting is about? And once they were implemented, why did the freelancers continue to work under these terrible conditions? I now invite you to comment on this policy changes, other rules you may have noticed somewhere else, and the reason why these changes are being implemented with so little opposition.
Dealing with certain kind of difficult interpreters on a professional level.
October 23, 2014 § 9 Comments
Dear colleagues:
This time I am going to refer to a problem that many of us have encountered during our careers: The individual who is also an interpreter and he or she is difficult to deal with at the professional level, not when we go out and socialize, but when we are doing our job. I am not talking about the lazy interpreter, the self-centered know-it-all interpreter, the bad interpreter, or even the vulgar disrespectful interpreter. My colleagues, this time I want to discuss a situation where a colleague gets an assignment, job, or promotion and has a personality change.
We all know colleagues who have made career changes or have received a promotion; that is great if that is what they wanted to accomplish and I think we would all agree that this makes us happy for that person. In fact, many of these changes have benefited the profession at large because these colleagues are now using their new position or status to improve the quality of the service and the working conditions for all of us. They recognize that one of the reasons for their hiring or promotion was the fact that they have been interpreters in the past: they have walked the walk. These changes have contributed significantly to the advance of our profession. Unfortunately, not everybody reacts the same way.
Some time ago I was in an interpreter social gathering with many old and new friends. As it often happens, some colleagues began to talk shop and it was not long before quite a few of them were talking about an interpreter who had recently been hired or promoted (I did not get all the details) to a position that now rendered this individual as the one with the power to hire interpreters for assignments; This person was now in charge of assigning interpreters, negotiating pay and other labor conditions, and setting protocol and procedure for those who wanted to work with that organization. Apparently, this person had been another freelancer until recently and had been a good colleague, maybe not the best interpreter, but certainly a very reliable one. The person was well-liked by the professional community, so the hiring (or promotion) was received warmly by the other interpreters. It all seemed to indicate that this was going to be an excellent choice for everybody; one of those changes that I was referring to at the beginning of this piece. Unfortunately, it did not happen that way.
Apparently, the freelance interpreters saw many changes once this person was hired and became part of the company’s staff. They all received innumerable emails with memos that were setting rules and policies for everything imaginable: How to report the status of an assignment (right in the middle of the event!) how to get paid, how to invoice, how to write a cover letter, how to dress for work, and many others. These interpreters were not happy. Remember: They were no rookies; most of them were practicing their profession way before this newly hired individual decided to become an interpreter, and they were doing a good job; there were no complaints.
When some of them questioned the newly hired “supervisor” on these changes, the person responded by saying that these changes to the system would help the company’s clerical staff as they would make it easier for them to understand what the interpreters were doing. He never even addressed the fact that this would require of more of the freelancers’ time because they were being asked to do part of the employees’ work for the same fee. Everyone knows that to a freelancer time is equal to money.
According to this policy, they now had to do extra work for the same pay. In other words, by implementing all these bureaucratic rules and policies, the first thing this person did in the new job was to give the interpreters a pay cut. This reminded me of the time when, for a brief period of time, I was part of the system and the first thing I was told was that from that moment on I was a corporate entity and all my decisions and actions should be geared to protect the employer, regardless of what happened to the interpreters. I was told that it was us against them. Needless to say, under that philosophy, I barely lasted a blink of an eye at that job.
After listening to this heartbreaking story, I told the interpreters at the social gathering to diversify even more, to try to work for that individual as little as possible, to reject the bureaucratic memos, to continue to provide a quality professional service, and to keep in mind that although time is money for the freelancer, the rule does not apply to those like this person who will make the same paycheck regardless of how they spend their time. I mentioned that even though this person may be socially friendly and nice to them, they must remember that somewhere deep inside, these individuals are always aware of their professional limitations, and consider that promotions, like the one the individual got in this case, are the zenith of their career; I reminded them that even when we don’t see their job that way, they do, and they will defend their newly acquired status with everything they have. I told them that this strategy of versatility and widening our scope of practice is exactly what I have been doing throughout my career. Eventually, we should always use these nonsensical circumstances as motivation to grow as professionals and look for newer and better professional opportunities. I now ask you to share your personal experience with individuals in similar circumstances to the ones described in this post, and to tell us what you did to either adjust and cope with the circumstances, or to get out of this situation.