Section 5: Integration and Collaboration

5.1 Provide evidence of alignment to local or regional needs and strategies as outlined by local workforce boards and/or partners in the workforce development plans (local and regional WIOA plans). 

SPCLC participates in the Ramsey County Workforce Innovation Board (WIB) and is in alignment with the mission and strategies of the local workforce board. The signed "Memorandum of Understanding for Local Workforce Development Area 15-Ramsey County" outlines our commitment to partnership with the local board. Multiple SPCLC members work directly with Ramsey County staff and WIB board members. We also work together through the One-Stop Operator Consortium for Ramsey County, which seeks to make the CareerForce Centers more accessible for community members and ABE students. Ramsey County and ABE staff meet quarterly to ensure equal and sustainable access to the CareerForce Centers by reviewing outreach, recruitment and referral data and adjusting systems as needed.

SPCLC plays a key role, with other ABE providers in this region, including Think Self and Metro East, to assure the county’s workforce initiatives serve multiple strategic priorities.

The workforce board currently has contractual relationships with the St. Paul Area Chamber, Midway Chamber of Commerce, Vadnais Heights Economic Development Corporation, Minnesota Black Chamber of Commerce, Saint Paul Port Authority, Minnesota Hmong Chamber of Commerce, Rice Larpenteur Alliance and the Latino Chamber of Commerce. Through what is called the Inclusive Employer Champions (Champions) program, these organizations: 

• Help facilitate relationships.  

• Create two-way communication channels.  

• Disseminate information. 

• Engage members to provide input. 

• Convene members to share resources. 

• Implement best practices to close gaps. 

• Identify shared opportunities. 

• Support innovative, inclusive workforce strategies.  

The Champions program has deepened the board's relationship with the region’s business partners. The WIB has significantly increased its efforts to share public workforce resources, organizing events to connect job seekers with employers and to have deep conversations about eliminating hiring barriers, among other issues.

One particular highlight of the Champions partnerships was the WIB's 2024 Inclusive Hiring Connections Summit. At this event, more than 100 employers learned about skills-based hiring, heard a panel on fair opportunities hiring, engaged in presentations from Vocational Rehabilitation and Adult Basic Education (ABE) and also met more than 25 local training partners.  

Non-profit community-based organizations (CBOs) in the consortium receive additional funding for career pathways programs that align with the WIB's sector strategies, including:

• Health care programs that lead to CNA certification.

• Information technology programs offering Northstar Digital literacy assessment and curriculum.

• Business & finance programming in entrepreneurship.

• Retail/hospitality partnerships with local business that create pathways to these careers.

• Childcare programs that lead to childcare certification.

5.2 Describe the methods of referral between local workforce development partners (e.g. CareerForce) and the consortium, addressing both how the consortium refers learners to workforce development partners, and how workforce development partners refer clients to the consortium.  

Referrals between CareerForce partners and SPCLC operate within a highly coordinated, multi‑directional system designed to ensure that adults can seamlessly access the education, training, and career services that best meet their needs. This referral process reflects the county’s broader “no wrong door” and "residents first" service philosophy, in which all partners—including ABE providers—work to reduce barriers and create a unified customer experience.

CareerForce counselors and partner staff routinely identify participants who would benefit from adult education, English language learning, GED preparation, or sector‑aligned bridge programming offered through SPCLC member organizations. When CareerForce counselors determine that literacy, digital skill development, academic readiness, or English proficiency is a barrier to employment, they directly refer the participant to SPCLC programming.

Referrals frequently include:

• A formal referral sheet completed as part of the participant’s CareerForce intake and assessment, including class/testing recommendations. These referrals assist SPCLC organizations in placing students into the correct level and program track.

• Warm hand-offs, where CareerForce staff directly connect the participant to an SPCLC contact or specific site location, following the One‑Stop MOU’s commitment to coordinated referral protocols.

• Assessments administered at CareerForce, such as digital literacy and basic educational triage, which guide placement into SPCLC’s ABE, ELL, bridge, or integrated education and training (IET) programs.

CareerForce staff also provide onsite services at SPCLC locations—including short workshops and informational sessions—to help learners better understand available Ramsey County resources, employment programs, and supportive services such as transportation or childcare. This approach mirrors the Ramsey County Workforce Board’s strategy of embedding workforce partners directly into community‑based locations to eliminate access barriers.

Additionally, CareerForce referrals are supported through the county’s Service Centers and Career Labs, where navigators help residents identify whether educational services are needed and then provide direct referral to SPCLC member sites. These centers maintain program brochures and offer walk‑in or virtual assistance for residents seeking adult education pathways.

SPCLC organizations also refer learners to CareerForce and other workforce development partners when students identify employment goals, need career counseling, or are ready to transition into occupational training or job search services.

Referral methods include:

• Direct referral to CareerForce via warm hand-off, as outlined in the One‑Stop MOU. SPCLC instructors and staff help learners connect to workforce navigators to ensure smooth program entry.

• Onsite CareerForce outreach, which allows SPCLC learners to receive information about job search, resume assistance, training programs, and supportive services without requiring them to travel to another location. This strengthens engagement and builds trust.

• Joint programming and coordinated workshops between SPCLC providers and Ramsey County Workforce Solutions—for example, SPCLC classes integrating CareerForce‑led career readiness sessions.

• Assessment and readiness referral, where SPCLC educators refer academically‑ready learners to WIOA Adult, Dislocated Worker, Youth, VRS, or sector‑specific trainings by identifying students who have achieved measurable skill gains or language proficiency needed to succeed in vocational pathways.

SPCLC participates in shared Career Pathway development with the WIB, ensuring instructors know the entry requirements for key workforce training programs. As a result, teachers can make informed referrals into healthcare, IT, manufacturing, business, and construction pathways aligned with the county’s priority sectors.

SPCLC partners also collaborate with CareerForce on grant‑funded initiatives, and through this coordination, schools are kept informed of new opportunities, training cohorts, and sector partnerships that may benefit their learners. The plan explicitly notes that ABE providers, including SPCLC, have engaged in joint grant applications with the WIB, further strengthening integrated referral systems and shared outreach processes.

Referral processes are continually strengthened through:

• Coordinated intake processes guided by the One‑Stop Operator Consortium, fostering common assessment tools and unified referral pathways.

• Regular communication and meetings between SPCLC partners and WIB committees (e.g., Partnership & Outreach, Policy & Oversight), ensuring that referral practices remain aligned with workforce demand and community needs.

• Cross‑training of staff, including ABE representation on WIB committees and participation in CareerForce learning events, ensuring staff understand each other’s programs well enough to make high‑quality referrals.

Describe how the consortium ensures that referrals are effective, and that individuals referred make meaningful connections with other agencies and services. 

SPCLC ensures that all referrals—both to and from workforce development partners—are effective, coordinated, and supportive of the learner’s full set of needs. The referral system is grounded in the county’s “no wrong door” approach and the One‑Stop MOU requirements, which emphasize warm handoffs, shared service delivery, and alignment across partners. 

• Use of Structured, Guided Referral Tools: CareerForce counselors and partner agencies provide participants with a formal testing/class referral sheet as part of the intake process. The referral communicates the learner’s assessed needs, directing SPCLC providers to place individuals into the correct class level or program track. This prevents misplacement, reduces delays, and ensures learners are connected immediately to the right supports. 

•  Warm Hand‑Offs and Direct Partner‑to‑Partner Communication: The One‑Stop Operator model requires partners—including ABE/SPCLC—to use direct referrals and warm handoffs, not passive handouts or self‑navigation. Warm handoffs involve making personal introductions, preparing partner staff for the learner’s arrival, and ensuring the individual has the information needed to follow through successfully. These approaches strengthen the likelihood that referrals are acted upon and that participants feel supported during transitions. 

• On‑Site Presence of CareerForce Staff at SPCLC Locations: CareerForce staff regularly attend SPCLC partner sites to speak directly with learners, provide brief workshops, share program information, and assist with next steps. This on‑site approach ensures: - High‑trust, face‑to‑face interaction - Immediate access to workforce services - Reduced transportation and scheduling barriers - Seamless follow‑through when a referral is made This method directly mirrors the Local Plan’s strategy of embedding workforce resources into community settings to help individuals make real, meaningful connections. 

• Shared Assessment Processes That Drive Appropriate Placement: CareerForce and ABE partners jointly support educational triage, digital literacy screening, and academic readiness assessments. These assessments identify learners who need ABE classes, English language learning, or bridge programming before entering training or employment. This ensures referrals are targeted, purposeful, and not generic. By using consistent assessment tools, the consortium can confidently place individuals in programming aligned with their goals and readiness. 

• Coordinated Intake and Cross‑Program Communication: Under the One‑Stop MOU, partners—including SPCLC—commit to: coordinated intake processes, shared information, co‑case management when appropriate, and follow‑up communication between agencies. These processes help ensure that once a referral is made, partners continue to communicate about progress and needs, improving long‑term outcomes. 

• Career Labs and Service Centers Expand Referral Support: County Service Centers and Career Labs provide navigators who help residents understand available services and directly connect them to SPCLC classes or workforce programs. The availability of in‑person, virtual, and evening/weekend options reduces access barriers and improves referral follow‑through.

• ABE Participation in Workforce Planning Ensures Relevance of Referrals: SPCLC participates in WIB meetings and subcommittees, career pathway development, and joint grant applications with the WIB. This collaboration helps ensure that SPCLC programming aligns with real workforce needs, making referrals more meaningful and increasing the likelihood that learners will transition successfully into training or employment. 

Describe how the consortium promotes concurrent enrollment in WIOA Title I programs (Adult, Youth and Dislocated Worker) and Title IV programs (Vocational Rehabilitation). 

The Saint Paul Community Literacy Consortium (SPCLC), as part of the Adult Basic Education (ABE) system and a required One‑Stop partner, promotes concurrent enrollment through intentional coordination practices that align directly with the local Workforce Innovation Board’s strategies for co‑enrollment, shared assessment, and integrated service delivery.

The One‑Stop MOU requires warm handoffs, coordinated referrals, and co‑case management, including referrals between ABE providers, WIOA Adult/DW/Youth programs, and Vocational Rehabilitation Services (VRS).

Within the consortium, three partner organizations provide DEED-funded career pathway programming. When there is a need for employment, training, disability‑related services, or individualized supports, programs share information and resources in bi-monthly meetings.. 

ABE partners—including SPCLC—co‑develop career pathways with the Workforce Innovation Board in key sectors such as healthcare, IT, manufacturing, business, and construction.

Because these pathways often begin with ABE bridge programs and transition into WIOA-funded training or VRS‑supported employment services, the system is intentionally designed to encourage co-enrollment as learners progress.

5.3 Describe how instructional programming is developed and delivered in coordination and collaboration with other educational, training, social services, and employment resources in the community. Partner entities could include K-12 schools, postsecondary institutions, local workforce development boards, one-stop centers, job training programs, social service agencies, business, industry, labor organizations, community-based organizations, nonprofit organizations and faith communities. 

Instructional programming at Saint Paul Community Literacy Consortium (SPCLC) is developed through a structured, community-driven process that ensures our curriculum and services are directly responsive to the transition needs identified across the broader ABE network.

The SPCLC governance committee serves as the foundation of this collaborative model. Twice each year, Karen Gerdin, the staff member appointed to lead transition work, presents to the governance committee. These presentations surface emerging community needs, highlight gaps in transition supports, and identify opportunities for coordinated programming across member organizations. Because governance committee members represent diverse ABE providers serving a wide range of adult learners, the needs they identify reflect the full landscape of the community.

When the committee identifies a priority area, a taskforce is formed to develop a detailed plan to address it. This taskforce structure ensures that multiple organizations contribute expertise and perspective to program design, resulting in instructional approaches that are coordinated — not siloed — across providers.

Karen Gerdin then carries the taskforce's recommendations forward by advocating for them at the Workforce Development Board. This step directly connects our instructional programming to the workforce development and employment training ecosystem, ensuring that ABE transition programming aligns with regional labor market priorities and integrates with the resources available through local workforce systems, including One-Stop centers and job training programs.

This cycle — community need identified through governance, detailed planning through taskforce, and advocacy through workforce structures — ensures our programming is continuously shaped by and connected to the broader network of educational, social service, and employment resources serving adult learners in our community.

5.4 Describe any collaboration with local and county correctional facilities. Address how the consortium ensures that programming in correctional facilities provides sufficient intensity and duration of instruction.

We do not have any programming with local or county correctional facilities at this time.

5.6 Describe the consortium’s role in developing and implementing the regional transitions plan. 

The development of the regional transition plan is coordinated by Assistant Supervisor Karen Gerdin at St. Paul ABE/ Hubbs Center. Karen meets with the consortium regularly to check in on and plan for transitions programming. She works with SPCLC staff and members to develop the regional transitions plan and shares the plan at SPCLC governance meetings. She is also responsible for ensuring the plan is being implemented appropriately; she conducts regular check-ins with SPCLC members and the Governance Committe on goals and budgets.

5.7 Indicate the individual who currently serves as the Regional Transitions Coordinator (RTC) for the consortium, and the individual who currently serves as the ABE Representative to the Local Workforce Development Board. If the consortium boundaries are in several workforce development areas please list each representative to each board. Indicate how the RTC communicates the information from the quarterly regional transition meetings to the entire transitions region. Indicate how the ABE representative to the local workforce development board communicates the information from the LWDBs to the entire Workforce Development Area. 

Karen Gerdin, Assistant Supervisor with St. Paul Public Schools ABE serves as the Regional Transition Coordinator and the representative on the Ramsey County Workforce Innovation Board.

SPCLC serves both Saint Paul and Suburban Ramsey County residents on the board, having a presence at the One-Stop. Services provided there include basic educational triage services, basic digital literacy services and referral out to local ABE programs for more extensive education services. Saint Paul and Ramsey County ABE providers maintain positive relationships with One-Stop staff to ensure the educational needs of individuals referred are met.

Karen Gerdin disseminates information via email to the local members. She is the ABE Representative on the WIB, the Equity Committee and the One-Stop Operator Consortium.

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