I think that recognizing the effect that interpreting agencies have on this process is an important feature to building an ally or designated interpreter model. All too often, the companies winning contracts are large conglomerates or even foreign language agencies. Beyond questions of competency lie the problems of companies that market their services as a stable of interchangeable interpreters ready to provide service at any time. This “warm body”syndrome makes it impossible to serve the Deaf community in the way that you suggest.

As an interpreter in private practice, one of the selling points for my model of service is the consistency of the interpreters that will be available and the fact that I can assist in collaborative sharing that will assist the interpreter on-site to integrate smoothly with the location and the Deaf person’s preferences.

I wish that agencies would institute policies that were more client centric, but the history shows that agencies are forced to an inevitable decline in service quality due to growing too large, too fast while chasing the tantalizing call of large ticket contacts. Change, such as you suggest, must come from the bottom up in this case. I applaud your call to the individual to change their approach and, therefore, change the world.

The interview scenario is also a great example. Much more is conveyed during an interview between two people than what is explicitly spoken, noted on a resume, or typed in the discussed job description. These intanglibles are make or break moments for anyone.