I have two responses in terms of whether or not programs work.
Programs are often played broadly in terms of how they're designed. They're created to create incentives and wiggle room for an array of organizations to do all kinds of things. I believe there was an evaluation done in Newfoundland and Labrador a couple of years ago on several organizations that have been involved in the kind of work that you raise the question about. The result, as I recall in the research, was that it depends. It depends on the organization and how they're structured, their organizational culture, the skill of the staff, and their values. There are a lot of ingredients that can lead some organizations to be more effective at getting people with disabilities embedded in the local economy than other organizations.
In terms of who does the work as an employer, employers have many levels. You have the CEO, the owner, the manager, people working in human resources, and so on. A person going out and being like a champion is one thing and it gets people established in a comfort level. You can get some informal connections and maybe some questions answered. In terms of where the rubber really hits the road, sometimes it's people who are focusing more on the personnel in an organization that really understands how that works.
An idea that we floated at the Roeher Institute a number of years ago was to make it possible for people working in organizations that are doing a good job at helping to integrate disabled workers and keep them there once employed, to get out and share that knowledge with other people in business. In order to do that it means that whoever runs the company has to free that person up. The thought was that perhaps some funding could be there for organizations to enter into that sort of altruistic work to help their other labour market partners do a better job of integrating people. It's just one idea.