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Traditional liberal arts colleges employ a variety of initiatives to connect students to work opportunities—internship programs, co-ops, and work-study, to name a few. These initiatives often provide students with some additional income or expose them to a potential career, but they do not necessarily go so far as to fully integrate employment into the academic undergraduate experience.
This is where work colleges differ: They combine a foundational liberal arts education with real work experience (not to mention the typically low cost to students). Work colleges are part of the federal work study (FWS) program overseen by the US Department of Education. At each college, employment is part of each student’s course of study. Students work an average of 8–20 hours a week in a variety of jobs and perform community service as part of an aligned curriculum.
While rigorous third-party evaluations are lacking, work college alumni believe their institutions better prepared them for the workforce than other traditional private or public four-year institutions would have. In the most recent survey, 68 percent of work college graduates reported that their undergraduate experiences prepared them better for work than their peers, compared to 55 percent of private and 47 percent of public college graduates.
Work colleges do serve a small slice of the college-going population, and the model is complicated, requiring dedicated staff and careful management—no panacea for institutions seeking a quick and easy funding source. But work college students often come from some of the most traditionally underprivileged, underrepresented, college-going—and college-graduating—groups in America. An examination of this model and the people who lead and succeed in these institutions is instructive for all who follow the education-to-work pipeline and its tangled implications for educational equity in the United States.