Connect learning to the workplace.
Work-based learning helps learners explore careers, build professional networks, develop skills, and demonstrate those skills in real settings — from employer exposure and job shadowing to paid internships, apprenticeships, and on-the-job training.
A strong signal: In a federal evaluation of apprenticeship expansion, apprentices’ average annual earnings increased 49%, from $35,408 before participation to about $52,876 one year after program exit.
It is well-established in workforce system research that the internships model substantially increases the probability of hire in living wage employment. Work-based learning (WBL) extends to all forms of engagement from the awareness and exposure stages of guest speakers, plant tours, clubs, and newsletters, to the exploration stage involving job shadowing, paid internships, and work experience and on-the-job training opportunities funded through the workforce system. The most effective WBL initiatives involve workforce and education system collaboration. The federal workforce system provides employer incentives to upskill incumbent workers. Furthermore, current federal interest in growing apprenticeship models has resulted in the injection of substantial public funding in support of pre-apprenticeship and apprenticeship models. Pre-apprenticeship models are aligned with Adult Education IET models have proven a successful strategy in rural communities given the concurrent multi-pronged approach of a technical credential, work readiness, and contextualized basic skills as the core of the curriculum.
The infographic details WBL principles from the lens of the workforce system, in particular, a workforce board that serves 13 rural counties and 22 Native Nations. Partnering with local workforce boards is key to building and maintaining RPI and TCU WBL initiatives. The majority of federal funding and philanthropic grant applications are now requiring evidence of robust partnerships across education, workforce, and industry spheres, making collaboration essential for resource development that supports economic growth and opportunity.

Focus Area Examples
Good Jobs Northern Nevada Initiative
Institutional Lead
Recommended institutional leads include:
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College Workforce Development Offices
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President’s Offices
Institutional Support Partners
Potential partners include:
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Students Services
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Finance Departments
Suggested Institutional Action
Every institution should be able to answer:
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What work-based learning opportunities do we already offer?
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Where are the biggest gaps in access or participation?
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Which employers and partners could help expand opportunities?
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How will wages, transportation, childcare, and other supports be addressed?
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How will we track whether work-based learning leads to employment or advancement?
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For TCUs: How can Tribal government, Tribal enterprises, and Native-owned businesses be engaged?
Learning Outcome
Understanding of how pre-apprenticeship and apprenticeship models can benefit RPIs and TCUs at the same time that they support local and regional economic development. Participants will also comprehend the functions of the WIOA funded local workforce system, the difference between Jobs Seeker Services and Business Services, Eligible Training Provider List (ETPL) requirements, and Workforce Development Board membership.
