Where do assisted performances sit in your organisation? – part 2
There are good reasons for ensuring that the responsibility for Assisted Performances is not located solely with the Access Manager, or another individual.
- Delivering a quality product requires input from across the organisation. It makes sense, therefore, to encourage buy-in from the whole organisation since a single weak link can jeopardise the quality and success of the service.
- Sustainability requires shared ownership across the organisation; you become vulnerable if information, experience, knowledge and skills are located solely with a single individual rather than being embedded within the culture of the organisation.
- Linked with this, if your ability to meet your legal requirements relies on the presence, capacity and competence of a single individual, it is not secure and, by extension, neither is your legal compliance.
- The wider benefits of delivering assisted performances are too important for you not to invest appropriate resources into getting it right.
- Although many audience members will appreciate a named person to contact with specific access-based queries, in reality few audience members will have an appreciation of your organisational structures: if you are programming assisted performances, all your front-line staff will need to have some level of knowledge about the service in order to provide good customer care.
None of this is, of course, denying the value of specialisms in your organisation nor the importance of delegation, but locating the overview with one person should not absolve everybody else of the responsibility for delivery.