In the Driver's Seat - christopher reardon

3FOREWORDGetting to workNo matter how carefully a demonstrationis planned, it never fully anticipates thevagaries of program implementation. Theneat design, the carefully thought-throughassumptions, the months of planningeventually must conform to local circumstancesand unforeseen events. While itcertainly is important to invest in a carefuland deliberate planning process, in theend, the success of the demonstrationmay hinge as much on the ability ofparticipating organizations to adapt thedesign to meet local needs, impedimentsand opportunities, as on the quality ofthe original design. As chronicled inGetting from Here to There and OvercomingRoadblocks on the Way to Work (two otherBridges to Work reports), many of theoriginal operating assumptions and requirementsof our Bridges to Work demonstrationhad to be modified once the sitesopened their doors to potential riders.For program staff, the experience ofmaking program changes on the fly,particularly during a carefully scrutinizednational demonstration, is never easy. Byand large the staff at the five organizationswere able to address the challenges thatemerged once the demonstration began.In the Driver’s Seat describes how it felt torun Bridges, as told by the project directorsto Christopher Reardon. The directorsfreely share their views on the prevalenceof discrimination among employers andworkers, who collaborated and who wouldnot, the effect of a strong economy andwelfare reform, and the difficulties ofrandom assignment, among otherconcerns. They do not always agree witheach other, but considering they areoperating in varied economic and socialterrain, complete consistency would besurprising. And, of course, there is muchthat the directors have in common.The full story of Bridges to Work is yetto be told; only after we complete thefollow-up surveys in 2001 will we knowwhether the initiative had an impact onparticipants’ employment and earnings.Regardless of the conclusion, however,In the Driver’s Seat will remain an importantchapter.Mark ElliottExecutive Vice PresidentPublic/Private Ventures