Tag: Benefits

  • USDA will fully cover SNAP benefits for November

    USDA will fully cover SNAP benefits for November

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    Dive Brief:

    • The U.S. Department of Agriculture said Friday in a memo that it has started issuing funds to states to fully cover SNAP benefits for November.
    • The department said it is complying with a Rhode Island court order from Thursday directing it to fully fund SNAP benefits after it initially said it would only fund the program at around 50% for the month. The Trump administration filed an appeal on that same day stating it does not want to tap the full amount of emergency funds. 
    • The memo marks a significant move in a touch-and-go fight to restore funding to EBT cards amid the government shutdown.

    Dive Insight:

    The USDA’s move is happening even as the Trump administration continues to resist directives on how to fund SNAP during the government shutdown. The 1st U.S. Circuit Court of Appeals is weighing the Trump administration’s request to pause the Rhode Island judge’s order, ABC News reported.  

    “Later today, FNS will complete the processes necessary to make funds available to support your subsequent transmittal of full issuance files to your EBT processor,” the USDA memo said, referring to the Food and Nutrition Service, its agency that oversees SNAP.

    Following the Thursday ruling, a handful of states said they told their SNAP vendors to issue full benefit amounts to program participants’ EBT cards.

    The California governor’s office on Thursday said that “benefits are now beginning to be available on recipients’ cards.” The Oregon Department of Human Services said SNAP recipients in the state will see “100% of their November benefit amount” starting today. Similarly, Wisconsin’s website notes that full November SNAP benefits are now available. 

    The USDA had previously told states on Wednesday that, based on new calculations, it could fund 65% instead of half of SNAP benefits for November. 

    At the start of this week, a senior USDA official said in court filings that procedural challenges with recoding systems in order to partially dole out benefits would likely result in weeks or even months of delays. The Rhode Island judge, who had initially urged the federal government to fund SNAP even if it could only partially do so, noted that key reasons for the Thursday ruling were those expected delays as well as the availability of other emergency funds, which the USDA had said it didn’t want to use. 

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  • Understanding how inflation affects teacher well-being and career decisions

    Understanding how inflation affects teacher well-being and career decisions

    Key points:

    In recent years, the teaching profession has faced unprecedented challenges, with inflation emerging as a significant factor affecting educators’ professional lives and career choices. This in-depth examination delves into the complex interplay between escalating inflation rates and the self-efficacy of educators–their conviction in their capacity to proficiently execute their pedagogical responsibilities and attain the desired instructional outcomes within the classroom environment.

    The impact of inflation on teachers’ financial stability has become increasingly evident, with many educators experiencing a substantial decline in their “real wages.” While nominal salaries remain relatively stagnant, the purchasing power of teachers’ incomes continues to erode as the cost of living rises. This economic pressure has created a concerning dynamic where educators, despite their professional dedication, find themselves struggling to maintain their standard of living and meet basic financial obligations.

    A particularly troubling trend has emerged in which teachers are increasingly forced to seek secondary employment to supplement their primary income. Recent surveys indicate that approximately 20 percent of teachers now hold second jobs during the academic year, with this percentage rising to nearly 30 percent during summer months. This necessity to work multiple jobs can lead to physical and mental exhaustion, potentially compromising teachers’ ability to maintain the high levels of energy and engagement required for effective classroom instruction.

    The phenomenon of “moonlighting” among educators has far-reaching implications for teacher self-efficacy. When teachers must divide their attention and energy between multiple jobs, their capacity to prepare engaging lessons, grade assignments thoroughly, and provide individualized student support may be diminished. This situation often creates a cycle where reduced performance leads to decreased self-confidence, potentially affecting both teaching quality and student outcomes.

    Financial stress has also been linked to increased levels of anxiety and burnout among teachers, directly impacting their perceived self-efficacy. Studies have shown that educators experiencing financial strain are more likely to report lower levels of job satisfaction and decreased confidence in their ability to meet professional expectations. This psychological burden can manifest in reduced classroom effectiveness and diminished student engagement.

    Perhaps most concerning is the growing trend of highly qualified educators leaving the profession entirely for better-paying opportunities in other sectors. This “brain drain” from education represents a significant loss of experienced professionals who have developed valuable teaching expertise. The exodus of talented educators not only affects current students but also reduces the pool of mentor teachers available to guide and support newer colleagues, potentially impacting the professional development of future educators.

    The correlation between inflation and teacher attrition rates has become increasingly apparent, with economic factors cited as a primary reason for leaving the profession. Research indicates that districts in areas with higher costs of living and significant inflation rates experience greater difficulty in both recruiting and retaining qualified teachers. This challenge is particularly acute in urban areas where housing costs and other living expenses have outpaced teacher salary increases.

    Corporate sectors, technology companies, and consulting firms have become attractive alternatives for educators seeking better compensation and work-life balance. These career transitions often offer significantly higher salaries, better benefits packages, and more sustainable working hours. The skills that make effective teachers, such as communication, organization, and problem-solving, are highly valued in these alternative career paths, making the transition both feasible and increasingly common.

    The cumulative effect of these factors presents a serious challenge to the education system’s sustainability. As experienced teachers leave the profession and prospective educators choose alternative career paths, schools face increasing difficulty in maintaining educational quality and consistency. This situation calls for systematic changes in how we value and compensate educators, recognizing that teacher self-efficacy is intrinsically linked to their financial security and professional well-being.

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  • Two judges halt Trump administration’s suspension of SNAP benefits

    Two judges halt Trump administration’s suspension of SNAP benefits

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    Dive Brief:

    • A federal judge in Massachusetts ruled Friday that the Trump administration must continue to fund the Supplemental Nutrition Assistance Program during the ongoing government shutdown. A federal judge in Rhode Island issued a temporary restraining order on Friday that blocks the federal government from suspending SNAP funding, the National Council of Nonprofits, a party in the lawsuit against the federal government, said in an emailed press release.
    • In her ruling, Judge Indira Talwani of the U.S. District Court for the District of Massachusetts said that the decision to suspend SNAP payments was “based on the erroneous conclusion” that the USDA could not use contingency funds for SNAP. “This court has now clarified that Defendants are required to use those Contingency Funds as necessary for the SNAP program,” Talwani wrote. 
    • The Trump administration has until Monday to tell the Massachusetts court if it will move forward with funding SNAP benefits, even partially, for November and the timeline for doing so. 

    Dive Insight:

    The rulings come as the grocery industry braces for an unprecedented lapse in SNAP benefit distribution, given it’s unclear how the federal government will respond to the decisions and the logistics of loading funds onto EBT cards.

    In a notice on its website, the USDA claimed that funding for SNAP benefits is set to run out due to the ongoing government shutdown and, as a result, the agency will not issue benefits on Nov. 1. 

    It’s unclear if the Trump administration plans to appeal to the rulings or how quickly federal funding for SNAP could get loaded onto program participants’ EBT cards.

    The Massachusetts judge’s decision is tied to the lawsuit 25 states and Washington, D.C., filed against the Trump administration earlier this week, arguing that the USDA had planned to unlawfully halt the food nutrition program’s benefits for November. In the lawsuit, the states argued that the USDA is required to continue providing benefits as long as it has funding. The complaint claimed that the USDA has access to at least $6 billion in contingency funds appropriated by Congress, noting that the federal agency has appropriated funds to temporarily fund WIC, but has not done so for SNAP.

    “USDA’s claim that the SNAP contingency funds cannot be used to fund SNAP benefits during an appropriation lapse is contrary to the plain text of the congressional appropriations law,” the lawsuit stated.

    On Thursday, a coalition of nonprofits, advocacy groups and eight cities filed a lawsuit in a Rhode Island district court, seeking to prevent the suspension of SNAP funding.

    Nearly 42 million people participated in SNAP and received an average of $188 each in May, according to the most recently available USDA data. Some states, such as Virginia and Vermont, had prepared for temporary funding from their state funds for SNAP participants’ EBT cards to help curtail food insecurity. 

    In addition to putting people at higher risk of food insecurity, delayed November SNAP benefits would have created logistical challenges for retailers. Last week, Pennsylvania Food Merchants Association President and CEO Alex Baloga said in an emailed statement that delayed SNAP benefits could create “an operational nightmare” for food retailers and distributors across the state, possibly impairing accurate demand forecasting and leading to bare shelves of fresh foods like produce, dairy and meat.

    The potential loss of SNAP funding added to a growing list of disruptions that grocers are facing with the federal nutrition assistance program. A number of grocers are currently preparing for restrictions that go into effect next year across a dozen states that will make certain items, like soda or candy, ineligible for SNAP. Upfront costs to implement purchasing restrictions are expected to total just over $305 million for grocers, according to a report from the National Grocers Association, the National Association of Convenience Stores and FMI – The Food Industry Association, which noted that grocers are projected to shell out more than $281 million annually for compliance. 

    The One Big Beautiful Bill Act that President Donald Trump signed this summer includes $186 billion in SNAP cuts over 10 years and tightens eligibility requirements for the program. Grocers are bracing for a potential decrease in SNAP sales as states implement the changes to participant eligibility, Stephanie Johnson, group vice president of government relations and political affairs at the NGA, told Grocery Dive in July.

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  • Schools brace for SNAP benefits lapse

    Schools brace for SNAP benefits lapse

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    Dive Brief:

    • A prolonged federal government shutdown is causing some school systems and government agencies to provide outreach and extra supports for low-income families and children affected by the likely expiration of benefits.
    • Advocates for low-income families are warning that childhood hunger will increase when funding expires Nov. 1 for the Supplemental Nutrition Assistance Program — the nation’s largest federal food assistance program.
    • While SNAP benefits are of immediate concern, some school systems, advocates and policymakers also said they are worried about the long-term sustainability of free-or reduced-price school lunch programs, as well as access to Head Start services if the shutdown isn’t resolved soon.

    Dive Insight:

    About 39% of SNAP recipients are children under the age of 18, according to the National Education Policy Center.

    The National School Boards Association is “deeply concerned” that more children will go hungry with the suspension of SNAP benefits, said Verjeana McCotter-Jacobs, the group’s executive director and CEO, in a Thursday statement.

    “Schools are doing everything they can to provide safe, stable environments where students can learn and thrive — but they cannot do it alone,” McCotter-Jacobs said.

    Some school districts, such as Washington’s North Kitsap School District and Colorado’s Adams 12 Five Star Schools, are messaging their communities about how they and their partners are supporting families and children in need through school meal benefits and local resources.

    The federal government shutdown began Oct. 1 when Congress could not agree on a fiscal year 2026 budget. While most daily school operations were not expected to be impacted by a short-term government closure, the longer the shutdown lasts, the more impacts to school services there could be, according to K-12 organizations.

    During the shutdown, federal agencies have furloughed staff, hampering federal assistance to states and districts. At the U.S. Department of Education, about 95% of the non-Federal Student Aid staff were furloughed during the first week of the closure, according to the agency’s shutdown contingency plan from Sept. 28. 

    The U.S. Department of Agriculture, which administers SNAP and the National School Lunch Program, said in an Oct. 1 memo to regional and state directors of Child Nutrition Programs that funding for the school lunch program would be available at least through October.

    Even though SNAP is used as a proxy for school meal eligibility, the School Nutrition Association said the expiration of SNAP benefits will not affect children’s eligibility for free and reduced-price school meals. 

    The association is, however, encouraging its members to plan for increased participation among children whose families lose their SNAP benefits and to look into community-based support for struggling families, said SNA spokesperson Diane Pratt-Heavner.

    According to Pratt-Heavner and an FAQ updated by SNA on Oct. 27, several states reported having inadequate funding to cover school nutrition programs in October early during the shutdown and said reimbursements to districts could be delayed should the shutdown extend beyond Nov. 1. 

    Pratt Heavner said since then, SNA has been hearing from state agencies that their issues were addressed. Additionally, in an Oct. 24 memo, USDA said it had transferred funds to the Child Nutrition Program to carry out the National School Lunch Program and other activities, according to SNA. 

    School meals served in October are reimbursed by USDA in November and the November meals are reimbursed in December, according to Pratt-Heavner. SNA is continuing to monitor the situation, Pratt-Heavner said.

    In Maryland, an Oct. 9 letter to districts from State Superintendent of Schools Carey Wright said that if the federal government shutdown continued through November, the state education department would seek state approval to reimburse claims for November. If the shutdown goes into December, districts may be asked to rely on available food service fund balances to support the programs until the shutdown ends, the letter said.

    This week, 25 states and the District of Columbia sued the USDA claiming the agency unlawfully suspended SNAP benefits for November during the government shutdown, according to reporting by Grocery Dive.

    Meanwhile, Head Start advocates are sounding alarms that more than 65,000 children in 41 states and Puerto Rico will lose access to the early childhood program for youngsters from low-income families starting Nov. 1 due to the funding impasse.

    The National Head Start Association is calling on Congress to resolve the budget debate now. “With each passing day of the shutdown, families are pushed closer to crisis,” said Yasmina Vinci, NHSA’s executive director, in an Oct. 27 statement.

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  • Senate Democrats hold a press conference on Trump admin’s funding of SNAP benefits

    Senate Democrats hold a press conference on Trump admin’s funding of SNAP benefits

    Senators Bernie Sanders (I-Vt.), Edward Markey (D-Mass.), Jeff Merkley (D-Ore.), Chris Murphy (D-Conn.), Tina Smith (D-Minn.), Elizabeth Warren (D-Mass.), Peter Welch (D-Vt.) and Chris Van Hollen (D-Md.) will hold a press conference to “discuss the Trump administration’s refusal to use a $5 billion emergency Supplemental Nutrition Assistance Program (SNAP) fund.”

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  • Scooping Up Adulting and the Benefits of Being Curious – Teaching in Higher Ed

    Scooping Up Adulting and the Benefits of Being Curious – Teaching in Higher Ed

    My first year or two after graduating from college, I kept wanting there to be some instruction book that would teach you how to do all the lessons you somehow had missed in life thus far that it seemed like people should know. Today, young people would refer to this body of knowledge and skills as “adulting,” I think. I’m still wishing I had the magical powers that I witness only on the internet of those people who are able to meal plan effectively and sustainably (as in do it week in and week out). I’ll do it like once and then be so exhausted by the process that I won’t try again until like three years later.

    It still amuses me how this yet-to-be-discovered curriculum evades me. When you think you have something figured out, change emerges, and you’re right back in a liminal space. Jarche writes:

    The Cynefin framework can help us connect work and learning, especially for emergent and novel practices, for which we do not have good or best practices known in advance.

    Speaking of instructions: Will I ever live to see the day when I don’t need to look up the pronunciation of Cynefin each time I run across it, yet again? I’ve been in the field of learning my whole life, though started getting paid for it at the age of 14 and a half, when I first started working and was quickly asked to train other people how to scoop ice cream, decorate cakes, clean the store, and so on at the local Baskin Robbins. It wasn’t that complicated. Sweeping the floors looked the same day-to-day, Even when someone requested a new cake design, it was essentially tracing on plastic wrap and didn’t require new ways of thinking.

    Instead of step-by-step actions, many of the challenges I navigate today at work are complex. I was once selected to be the scholar in residence for the University of Michigan Dearborn specifically because I wasn’t an “expert” (nor did I claim to be one). The role was to explore artificial intelligence in higher education. The team who hired me said it was specifically my curiosity that was what made them think I would be an effective person to help them explore the various perspectives people hold without acting as if there was some easy way to step-by-step figure out exactly what needed to happen.

    Jarche writes:

    In a crisis it is important to act but even more important to learn as we take action.

    This “as we are going” learning is only possible with intentionality. It’s otherwise all to easy to succumb to the tyranny of the urgent and neglect the humility required to continuously learn from what is emerging. We are invited to think of an example of each of the following, which I will attempt to do:

    1. formal community – at my work, we have our Academic Leadership Council (ALC)
    2. informal community – a group of friends have a text chat, where we share each others joys and sorrows, as well as recommend podcasts, articles, tv shows, books, and so on with each other
    3. open knowledge network – I’m thinking about communities that arise from clever (intentional) hashtag use, such as ones related to the disability movement, or Black lives matter, etc.
    4. formal knowledge hub – so many universities have resources to share with faculty related to teaching + learning, like the University of Virginia Teaching Hub

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  • Team Teaching Benefits Faculty and Students

    Team Teaching Benefits Faculty and Students

    Most students expect to see one professor at the front of the classroom throughout the semester. But for those attending Harvey Mudd College, a STEM-focused institution in California, it’s not unusual to have four or more faculty members teaching one course.

    At Harvey Mudd, team teaching has been a distinguishing facet of the student experience for decades; most general education STEM courses for incoming students are taught by two or more professors.

    “It’s the water we swim in,” said Kathy Van Heuvelen, associate dean of faculty. “It’s so embedded in our culture.”

    Implementing team teaching as standard practice has helped the college train early-career faculty, establish more holistic courses and ensure students are aware of the various resources and experts available to them on campus.

    What is team teaching? Also called collaborative teaching or co-teaching, team teaching involves multiple instructors leading a course, each with their own responsibilities.

    Often, team teaching involves faculty of different disciplines covering a topic or issue from multiple perspectives. At Harvey Mudd, for example, a group of faculty taught a course on California wildfires, and the content included the history of forestry, atmospheric chemistry and air pollution, as well as the social implications of fires. Sometimes that means two professors teaching side by side, but often faculty split up lessons and take turns delivering content to students.

    Team teaching is less common than solo teaching, in part because it requires more time to implement. Faculty sometimes face logistical barriers, such as aligning schedules and co-creating materials, as well as personal differences in assessment or classroom management. But when done well, the format can equip students with greater critical thinking skills and a richer understanding of content.

    Prepped for success: To help professors navigate team teaching, Harvey Mudd offers them a variety of resources. New instructors participate in a weekly lunch led by college administrators where they gather, eat and engage in professional development, Van Heuvelen said. “Our sessions have included team-teaching strategies for communicating with your team and navigating this mode of teaching.”

    Van Heuvelen also provides a team-teaching checklist for faculty each semester to help them prepare for the upcoming term, which includes items such as communication, timeline for developing materials, classroom management and other course policies.

    “It has a list of questions for the team to discuss ahead of time to try to help teams get out In front of any challenges and establish their team norms,” she said.

    The college is part of the Claremont Consortium—a group of seven higher education institutions in Claremont, Calif.—which has a Consortium Center for Teaching and Learning and provides workshops on team teaching, as well.

    Most team-taught courses are designed to feature a junior and senior faculty member, allowing the early-career professional to learn from a more experienced instructor, Van Heuvelen said.

    “For an early-career hire who maybe does not have extensive teaching experience, it is like attending a master class,” Van Heuvelen said. “There is tremendous mentoring that can go on there.”

    Newer instructors also bring fresh perspectives and ideas to the classroom, which ensures content does not get stale over time.

    Supporting student success: One of the benefits of the model is that students have a group of instructors to engage with and call on if they need academic support, Van Heuvelen said.

    “For example, when we have a team that’s teaching, we all hold common office hours, so students can go to any office hours,” Van Heuvelen said.

    Past research shows that students are often unaware of the full range of supports available to them on campus, but engaging with many professors can get students more plugged in to institutional services, or at least provide more touch points, Van Heuvelen said.

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  • Chatbots in Higher Education: Benefits, Challenges, and Strategies to Prevent Misuse – Faculty Focus

    Chatbots in Higher Education: Benefits, Challenges, and Strategies to Prevent Misuse – Faculty Focus

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  • Working with our places will help us to spread the benefits of higher education more widely

    Working with our places will help us to spread the benefits of higher education more widely

    In the North East of England, fewer than one in three 18 year olds enter higher education, compared to a national average of 37 per cent.

    For higher education institutions, including my own, this is more than a regrettable statistic. It must be a call to action. The Sutton Trust’s Opportunity Index highlights that the North East ranks lowest of all English regions for social mobility prospects, with the poorest students in the region facing some of the most limited chances for progression into higher education and good employment.

    As a country we have undoubtedly made progress in widening participation, but as someone who spends their days thinking about such things, I worry: are we measuring that progress in the right ways? It’s not just about the gateway to university, it’s about the university journey and beyond. Or, to put it in more human terms: are people who previously wouldn’t have gone to university not only getting in, but thriving once they’re in?

    If we carry on measuring widening participation purely by entry stats and graduate salaries, we’ll miss the bigger picture, and what many of us went into higher education to try to achieve: deeper, transformative impact. A university education does more than prepare someone for a job. There is good evidence that links it to longer life expectancy, better health, and greater stability.

    The benefits of university go beyond the individual. Children of university graduates are much more likely to attend university and perform better once there. When a young person from a disadvantaged background earns a degree, it can spark a ripple effect that changes their family’s trajectory for good.

    There’s also a clear economic case for seeing success more broadly. Graduates typically pay more in tax, rely less on welfare services, and are more likely to engage in civic life. In regions like ours, where economic renewal and social mobility are deeply connected, that impact is amplified. A university education doesn’t just boost an individual’s prospects – it helps build stronger, more resilient communities.

    Whole-journey approach

    If we are truly serious about transforming lives and levelling up opportunity, especially in so-called “cold spots” like County Durham, then we need to dig deeper, beyond continuation rates and into attainment and the feeling of belonging. Financial strains, cultural barriers, wellbeing concerns, and more must be recognised and overcome. These are challenges not just for admissions, but across the entire student journey.

    Attainment gaps have a substantial impact, and disadvantaged students can be up to 22.7 months behind advantaged peers by the time they take their GCSEs. GCSE performance is strongly correlated with later life outcomes, including university attendance and employment quality. Early outreach is therefore pivotal in closing these long-standing gaps.

    It’s a challenge we take seriously. We’re not just widening the door – we’re reshaping the whole experience: investing nearly £1.5m in programmes for Key Stage 4 and 5 students, strengthening our foundation programme, and working with Sunderland AFC’s Foundation of Light to create a new health hub in one of our most deprived communities.

    One of the clearest messages of our new access and participation plan is how deeply place and perception are intertwined. Many young people in North East England don’t just lack opportunities – they’re not even sure those opportunities are meant for them. And, sadly, some still perceive Durham to be a place where they wouldn’t belong. Multiple studies show a strong link between a sense of belonging and academic success, particularly for underrepresented groups. So we’re investing in transition support and the Brilliant Club’s Join the Dots programme, which connects incoming students with peer coaches from results day onward.

    What we’re trying to achieve with our strategy cannot and should not be measured solely in continuation rates and degree classifications. Our evaluation strategy includes:

    • Sense of belonging as a core outcome: Building on Durham-led research, we are embedding a validated survey tool into our access and participation work. This tool captures students’ sense of belonging across multiple domains — from college life to academic confidence. These survey findings will help us identify and support groups at higher risk of exclusion.
    • Quasi-experimental design: Where sample sizes allow, we will use matched control groups and multiple regression analysis to compare outcomes between intervention participants and non-participants, tracking progress from outreach through to graduation. Intermediate metrics include not only continuation and attainment but also self-efficacy and engagement.
    • Pre/post measures: Our use of TASO’s validated access and success questionnaire enables pre- and post-intervention analysis of psychosocial outcomes such as academic self-efficacy and expectations of higher education.
    • Theory of change models: These have been developed for each intervention strand and will be regularly updated to ensure our work is aligned with evidence and outcomes over time.

    While our approach is rigorous, we anticipate several challenges. Students from disadvantaged backgrounds face cost-related pressures that may impact belonging and continuation. And persistent concerns about whether students from working-class or Northern backgrounds “belong” at Durham risk undermining recruitment and retention. We aim to confront this through co-designed interventions, but change in perception takes time.

    Co-development is key

    We believe that we can only succeed for the North East by working with others: through Universities for North East England – which includes Durham, Newcastle, Northumbria, Sunderland, and Teesside; and the new Durham Learning Alliance partnership with four local colleges – we must expand educational opportunities and drive economic growth.

    When people see that their goals and dreams are genuinely realisable, they’re far more likely to engage. After all, who are we to define what success should look like for someone else?

    The government’s opportunity mission gives higher education a rare, and much-needed, moment to pause and reset. Let’s not waste it. We’ve got a chance to rethink what success means – not just for universities, but for the people and places we serve. Let’s broaden the conversation beyond who gets through the door. Let’s put co-development at the heart of everything we do. And above all, let’s keep listening – not just to what students need, but to what they hope for. In the end, the real test of progress isn’t just who gets in. It’s who gets on – and how far they go, with us walking alongside them.

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  • A smarter way to manage public dollars

    A smarter way to manage public dollars

    Key points:

    For public school districts across Florida and much of the country, employee benefits–particularly health insurance–are among the largest and fastest-growing budget line items. But too often, decision-makers in these districts manage benefits with incomplete information, little visibility into vendor practices, and limited tools for addressing escalating costs.

    Part of the problem is the complexity of the healthcare delivery system itself. The supply chain encompasses numerous moving parts, making cost drivers challenging to identify. While not intentional, school districts need to both educate and empower their agents and their team of specialists to peel back the layers that create added costs. Districts must also be willing to look inward.

    One of the real secrets to cost containment is transparency. A committed school district that wants to take control of its program must first understand its strengths and weaknesses, then fill gaps with specialists who can uncover hidden costs–an ongoing, vigilant effort that reveals the actual sources of waste and inefficiency. These efforts include transparent procurement and optimizing deal tension, as well as pharmacy contract negotiation, claims repricing, claims redirection, and more. Only then can districts make informed, strategic decisions that control costs and improve outcomes.

    The cost of opaque processes

    The result is a system that too often lacks meaningful transparency. School boards are presented with insurance renewals but not the data behind cost increases, insights into why claims costs are as they are, or guidance on how to contain them. Carriers field calls from district employees, but little to no reporting is returned to help the district understand what’s driving service demand. Without actionable data and intelligence, many districts default to passive renewals, accepting annual rate hikes without a clear strategy to contain costs or improve the employee experience.

    Building a foundation for smart decision‑making

    It doesn’t have to be this way. True transparency–in procurement, data, and intelligence–is not just a matter of regulatory compliance; it’s the foundation for smarter decision-making, better benefits engagement, and long-term cost control. When school districts gain access to previously unavailable data and unfiltered insights into how their benefits programs are performing, they can better serve their educators and protect their budgets.

    One example is call utilization data. Many school boards have no visibility into how often–and why–their employees contact their insurance carriers. Without this insight, they may not realize, for instance, that a large number of calls could pertain to prescription benefit confusion–something they could address through targeted employee education or plan redesign. Transparency in that data enables the district to act rather than react. It transforms benefits management from a cycle of guesswork into a proactive strategy, where decisions are driven by real needs rather than assumptions.

    Beyond call utilization, pharmacy and provider network fees can quietly escalate into six- or seven-figure losses if not monitored. Pharmacy contracts in particular demand negotiation by seasoned experts who understand the contractual nuances and levers that drive real savings. Ideally, a benefits partner will have a pharmacy benefits consultant or Doctor of Pharmacy on staff to review contracts and formularies line by line. Likewise, provider network claims and therapies must be benchmarked against competitive pricing. Transparency in these areas unleashes competition, and competition drives costs down.

    Operationalizing and incentivizing transparency leads to cost containment

    When a school district commits to operationalizing and incentivizing transparency, it can start to regain control of its costs. This process begins with examining the bigger picture of why and how the health-delivery supply chain can be leveraged or disintermediated to produce better outcomes. District leaders realize they have the power to effect change. Superintendents, HR, and finance departments can work in unison to embed transparency by empowering and incentivizing their benefits consultants to focus on solutions that reduce the district’s costs. This includes aligning agent compensation models with the district’s cost-containment roadmap.

    Equally important is how this transparency gets operationalized. Most small- to mid-sized school districts don’t have the staff or resources to analyze claims trends, facilitate wellness programs, or manage a complex benefits ecosystem. That’s why some are turning to outside partners to act as an extension of their internal team–not just as benefits brokers but as collaborative advisors who help design, implement, and maintain smarter benefits strategies. The difference is night and day: Instead of a transactional approach focused solely on renewals, these partners bring a year-round, data-driven mindset to benefits administration.

    Reclaiming control through radical transparency

    Ultimately, it’s about control. For too long, many public entities have ceded control of their benefits strategy to intermediaries operating behind closed doors. Radical transparency flips the script. It empowers school districts to take ownership of their benefits programs to lower costs and improve outcomes for the people they serve.

    That change doesn’t happen overnight. It starts with asking better questions:

    • Do we receive actionable data on employee engagement and utilization, and are we using it to drive measurable change?
    • Is our procurement process fully competitive and transparent, or are outdated practices perpetuating the status quo?
    • Do we have the tools and thought leadership from our broker to act on these insights?
    • Is our broker delivering transparent, cost-containment strategies, and are those solutions proven to reduce expense?
    • Are we empowered by a partnership structured around ROI?
    • Are we incentivizing our broker and vendor partners to prioritize ROI, transparency and ongoing savings?
    • Is our internal team contributing to transparency, data analysis and ROI? If not, what organizational changes are needed?

    The answers may be uncomfortable, but they’re necessary for reclaiming control. And in today’s fiscal climate, where every dollar matters and expectations for good governance are higher than ever, doing what’s always been done is no longer good enough.

    Transparency is more than a buzzword. It’s a path to fiscal responsibility, employee trust, and strategic clarity. And for public school districts facing mounting healthcare costs, it may be the smartest investment they can make.

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