The AFA Summit brings together experts, advocates, and influential leaders to focus on what it takes to strengthen and scale apprenticeships nationwide—through policy, partnerships, and practical strategies that drive real workforce impact.

Ahead of the summit, PCG’s Erin Cyman and Kim Tesch-Vaught share their insights on building trust, navigating change, and laying the groundwork for successful apprenticeship partnerships.

Pre-Conference Bootcamp: Laying the Groundwork for Success

Q: What early decisions matter most when starting an apprenticeship program?

Erin Cyman: Early planning sets the trajectory for the entire program. Key decisions include deeply understanding employer needs, identifying a strong employer champion to advocate for the program internally, and selecting the right occupational focus area. When those things are solidified, identifying a sponsor to take on administrative and overall program responsibility is another critical step to address early.

Q: How should apprenticeship newcomers think about navigating policy and compliance in a way that supports program design?

Erin Cyman: Newcomers should remember that they are rarely starting from scratch. Many apprenticeship models and compliance solutions already exist. Learning from others—by talking with sector peers, consulting experts, and studying proven approaches—can save time and prevent common pitfalls. Being proactive about understanding how others navigated policy requirements and implemented successful programs allows organizations to design apprenticeships that are compliant, responsive to employer’s talent needs, and effective.

Q: What approaches or strategies work best for organizations with limited prior experience?

Erin Cyman: Identifying an employer champion is one of the most important success factors. Organizations should consider working with an apprenticeship intermediary or administrative entity if they lack the capacity to manage compliance and administrative tasks internally. Before launching or promoting the program, it’s critical to map out the entire apprentice journey; from registration and assessment to mentoring, competency verification, and wage progression. Having policies and procedures drafted and ready before recruitment begins makes implementation much smoother.  

Building and Sustaining Trust in Apprenticeship Partnerships

Presented with BuildWithin and the DC Workforce Investment Council

Q: From your experience, what helps build and keep trust between employers and workforce boards?

Kim Tesch-Vaught:Trust begins with clear communication and a genuine effort to understand each other’s organizations and definitions of success. Strong partners are honest about challenges, and they demonstrate a willingness to work through obstacles together. Equally important is flexibility and a shared commitment to continuous improvement. Relationships that evolve, adapt, and consistently seek better processes tend to grow stronger over time and create a solid foundation for long-term collaboration.

Q: What are the most common challenges that apprenticeship partnerships face as policies or funding conditions change, and how have you seen successful partnerships adapt?

Kim Tesch-Vaught: One common challenge is losing sight of the business case. Apprenticeship programs must solve a business problem, not just serve as an employment initiative. Data consistently shows that apprenticeships improve retention, which saves businesses both time and money. Successful partnerships keep this value front and center.Another challenge is maintaining momentum amid leadership or decision-maker changes. Support for apprenticeship programs can fluctuate during transitions, so reducing friction points and regularly communicating program impact is key. Treating apprenticeships as a long-term strategy helps collaborations weather change.

Q: What are the most important lessons for workforce boards or employers as they look to build strong apprenticeship partnerships in their community?

Kim Tesch-Vaught: Start by investing time in learning about one another, understanding each partner’s priorities, constraints, and challenges. Successful partnerships commit to working through issues together and sharing the full story of the program: the successes, the setbacks, and everything in between. Consistent communication is critical. Regular check-ins help partners quickly identify wins, address issues early, and adapt to changes as they arise. This ongoing dialogue builds trust, strengthens relationships, and supports the long-term sustainability of apprenticeship programs.t the 2026 AFA Summit, PCG looks forward to continuing these conversations; sharing lessons learned, exchanging practical strategies, and exploring how trust‑driven collaboration can expand opportunity and strengthen the workforce nationwide.

Together, these insights reinforce a simple truth: strong apprenticeship outcomes are built through intentional partnerships, clear communication, and thoughtful program design grounded in real business needs.