Committee: Overview & Scrutiny commission Date: 26 April Subject: Overview of Merton Translation Services. Agenda item: 6 Wards: All

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1 Committee: Overview & Scrutiny commission Date: 26 April 2012 Agenda item: 6 Wards: All Subject: Overview of Merton Translation Services Lead officer: Caroline Holland Director of Corporate Services Lead member: Councillor Mark Allison Forward Plan reference number: Contact officer: Sean Cunniffe Head of Customer Contact Tel sean.cunniffe@merton.gov.uk RECOMMENDATIONS: 1. That the Overview and Scrutiny Commission discuss and comment on current arrangements and proposals to review the translation service 1 0PURPOSE OF REPORT AND EXECUTIVE SUMMARY Members requested details of how Merton Translation Services (MTS) operates together with a breakdown of costs. 2 1BACKGROUND A business unit within the London Borough of Merton, MTS was set up in 1987, to allow Council departments to communicate in a more effective way with all sectors of the local community. Until March 1997 the unit was receiving governmental funding via the Home Office (Section 11). Recently restructured, MTS does not employ in-house interpreters any more it now relies solely on its pool of over 350+ freelance interpreters and translators, all of whom are insured to indemnify against any claims. It is managed as part of the Customer Contact team and has the equivalent of 2 FTE s Our original role was to enable Council departments to communicate in a more effective way with all sectors of the local community. MTS has since developed a wide ranging customer network that includes various external agencies: other local authorities, local health authorities, private businesses, community and voluntary groups, the judiciary, educational establishments, as well as other public and private sector organisations. We actively support voluntary organisations in Merton by providing a subsidised service As well as translation, interpreting and proof-reading in more than 80 languages (including British Sign Language) MTS provides Braille translations, Lip Speak Communication services and technical translations. 21

2 2.4. 7Our interpreters are highly experienced, bilingual professionals who offer effective, efficient and competent services. When arranging for an interpreter we make sure that different dialects, cultural factors and gender are taken into account, thus ensuring a match between the client and the interpreter MTS specialises in providing high quality, low-cost translations. Our translators have been specially selected for their excellent linguistic skills, which enable them to produce lucid and understandable translations, conveying the full meaning of the source text. We also provide specialist and technical translations. 3 2WHY USE A LANGUAGE SERVICE? Interpreters enable verbal communication between two parties who speak different languages. Translators provide written translation of a document into another language. Customer service provider (any public, private or voluntary sector organisation). 9Client a non-english speaking individual. Interpreting and translation are needed to: overcome the language barrier enable access to services ensure effective communication and eliminate misunderstandings 10promote good practice and equal opportunities 11comply with statutory and legal frameworks Wherever possible face-to-face interpreting requests made in Merton Link are conducted utilising the customer s family or friends. On occasions the use of on-line tools are used in order to explain a non-complex issue. It is only when the advice being given is of such a complex nature and it is clear that there is a lack of understanding from either the customer or officer conducting the interview will the need of an interpreter arise The use of translations has been more prevalent for internal use and includes such documents as Children s Case Assessment notes, legal documents and other statutory enforcement notices. This is to ensure that the customer cannot seek legal redress at any potential hearing that they have not been afforded the opportunity of understanding proceedings against them. 4 14CURRENT BOOKING/CHARGING STRUCTURE 22

3 154.1 Bookings are either made electronically, over the telephone or face-to-face. All requests are actioned within 24 hours of receipt and the best competitive price is achieved when booking has to be outsourced. 45Merton Translation Service - Rates Nature of Job Internal Rates External Rates SLA Rates Voluntary (Merton Only) Interpreting (1st Hour min) Interpreting -subsequent Hours Telephone Interpreting - 30 mins Telephone Interpreting - 1 Hour Translation - (1st 100 words min) Translation - additional 100 words Short Notice Booking Fee (less than 3 days) Administraion Charge (Outsource / BSL) Travel Costs

4 NO. OF REQUESTS 2011/12 No of requests APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH YEAR BUDGETARY POSITION / / /12 20OFFICE COSTS 21103, , ,626 24PAYMENT OF SESSIONAL WORKERS 28EXTERNAL INCOME 32INTERNAL INCOME 25228, , , , , , , , ,191 36NET INCOME 3754, , ,852 40Wherever possible advice is given on the most appropriate way forward for internal requests for translation/interpreting requests. This often includes agreement not to progress with the request and seek assistance from friends and family where it is suitable or utilising known language skills within the customer services department on non-complex issues. Through reprocessing we have managed to secure significant savings over the last 3 years in the costs of running the service. 24

5 41Where we cannot accommodate a specific request the best competitive price is organised through our network of contacts within the field. 6 42REVIEW OF SERVICE 43A commitment is given to review the service in 2012/13. We have already removed the trigger from the majority of publications to assist with a reduction of costs internally. 44Any review will include the potential for further income generation or consideration of outsourcing. The latter is not considered appropriate at this time as the service operates at a surplus and current press coverage of failing contracts in the private/public sector could prove reputationally damaging to the organisation if we followed the same path. 25