Tag: Committee

  • Forming a Digital Transformation Committee

    Forming a Digital Transformation Committee

    The Role of a Project Committee in Digital Transformation

    Why do some institutional digital transformations fail while others completely change whole institutions? The hook lies in one critical thing: the project committee. Institutional digital transformation is no longer just a choice for higher education; it’s now essential to the success of modern institutions.

    Without the right team leading the way, even the best plans can fail. The chances of an institution reaching its digital goals are 2.5 times higher if its project groups are well organized, according to research! There’s a bigger picture here than just managing a project. Your committee is shaping the future of your institute.

    Partially deciding who does what is not the only thing that matters. A strong group of thinkers, problem-solvers, and decision-makers can make goals come true. The question is, what makes a dream team, and how can your institution put together one? Now, let’s get into the nitty-gritty.

     

    Why Institutional Digital Transformation Needs Project Committees?

    Embracing new technology implementation in institutions is just one part of institutional digital transformation in higher education; the process also involves changing the culture and practices of institutions. Still, there will be problems along the way, like how hard it is to update systems, get people from different groups to work together, and get people to accept and gain from change.

    In this case, the digital transformation project group must be well organized. Committees create goals and monitor progress to help change efforts succeed. Since they may adjust their plans, they can face issues head-on.

    Maintaining a sense of responsibility is essential. If there is a digital transformation project committee, then everyone on the team will be responsible for their part of the change. Committees bring multiple viewpoints to address the full gamut of challenges: experience from information technology (IT), administration, faculty, and other departments. Together, they create the kind of innovative solutions that pave the way for positive digital transformation.

     

    Key Members to Include in the Digital Transformation Project Committee

    Digital transformation demands clear roles and responsibilities and more than a group. Clear project committee roles improve transformation efficiency. In it, everyone knows their roles, so responses are faster. Here are the essential roles of the higher education digital transformation project committee:

     

     

    Assigning Roles and Responsibilities Within the Committee Members

    Now that you have your essential players, make sure everyone knows their roles. The committee must have clear duties and responsibilities to work well and achieve its goals. Here are typical duties for each role:

    Executive Sponsor

    Executive Sponsors are your project’s top supporters. They acquire funding, top leadership support, and project alignment with the institution’s vision. Their role is to move the project forward and remove obstacles. Without them, the project may lack top-level direction and support.

    A Project Manager

    This individual manages the project daily. They organize, manage, and track deadlines. They oversee project timelines and budgets. Strong project managers pay attention to every detail and finish on time.

    Subject Matter Masters

    SMEs offer digital transformation competence (admissions, student services, tech). They suggest solutions that meet the institution’s needs and offer design and implementation help. SMEs connect tech solutions to institutional needs.

    IT Leads

    The IT Lead ensures smooth technical operations. They integrate new technology, maintain security and compliance, and resolve technical concerns. They must oversee infrastructure and data security.

    Swap Champions

    These people manage grassroots transformation. They handle resistance, promote adoption, and motivate staff and faculty. Unless people are onboarded and trained, even the best technology can fail without Change Champions.

    A Faculty Rep

    Faculty represent teachers’ needs and viewpoints. They ensure institutional digital transformation doesn’t disrupt learning and faculty demands are considered. Faculty input is crucial to campus development and developing a system that works for everyone.

    Students’ Representative

    Improved student experiences depend on their voices. This individual ensures improvements satisfy student learning, communication, and accessibility needs. Many of the systems being altered are used by students, so their feedback is vital.

    Finance Officer

    The Financial Officer manages the budget. They manage spending, finance, and project budget. They ensure project budget and resource efficiency.

    Law and Compliance Advisor

    This person ensures the project respects all laws, policies, and regulations, notably data privacy and security. Avoiding legal issues requires a dedicated person.

    External consultant if needed

    If needed, external experts provide project expertise. They can offer best practices and cover team knowledge gaps. A third party may provide fresh perspectives to help the team avoid surprises.

     

    Steps to Define the Purpose and Objectives of the Committee

     

    steps-to-define-committee-purpose-and-objectives

     

    Step 1: First, figure out what the organization needs.

    Look at the goals and problems of your organization. Find the places where going digital can make the biggest difference.

    Step 2: Align with the institution’s goals

    Make sure that the committee’s goals are in line with the institution’s long-term mission and plan. This will help the transformation program support the institution’s goals.

    Step 3: Find important people

    Find out who will benefit or be affected by the move to digital, such as students, staff, teachers, and administration. This group’s needs should guide the group’s goals.

    Step 4: Make your goals clear

    SMART goals should be used to make changes, like running the business or making the school experience better for students.

    Step 5: Put together a group

    Write down what each person in the group does to help the group reach its goal. This covers everything that’s important and makes sure that everyone is responsible. 

    Step 6: Write down your goals

    Put your goals in order of how important they are and how doable they are. Think about what makes things useful now and in the future. 

    Step 7: Set goals to reach them

    Things can be judged by how involved the students are, how well the business runs, how much money it has, how many people accept it, or how it’s planned.

    Step 8: Get together

    As new information comes in, the committee’s goals should be changed to meet the needs of higher education.

     

    Strategic Contributions of a Project Committee

     

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    Institutional digital transformation project committees supervise daily operations and strategize long-term success in this way: 

    Vision Alignment

    The committee makes sure the digital transformation project fits the institution’s aim. By understanding institutional priorities, the committee steers the initiative in the appropriate direction and ensures it contributes to the institution’s vision.

    Risk Management

    Financial, operational, and reputational risks come with digital transformation. Early risk identification and mitigation by a strong committee reduces setbacks. The committee can foresee and mitigate project issues with different skills.

    Stakeholder Engagement

    Leadership, faculty, staff, and students must communicate well to succeed. Communication is key, and the project committee ensures everyone is informed and engaged. The committee ensures buy-in from all groups by addressing issues and receiving feedback, smoothing the transition.

    Resource Allocation

    The committee prioritizes resources! The committee carefully manages funding, staffing, and technical investments to maximize ROI. Allocation ensures the organization benefits from transformation by implementing the best options.

     

    Setting Up the Campus Digitalization Governance Structure

     

    ways-to-set-up-a-digital-governance-strucutre

     

    Digitization needs a good governance structure! It ensures order and transparent decision-making. Setup:

    Use Decision-Making

    Regulate committee decision-making. Most votes, consensus, or executive sponsor approval? Avoiding misunderstanding and delays with a clear decision-making process helps the committee act quickly.

    Determine Reporting Hierarchies

    Who reports to whom? Early clarification ensures everyone knows their direct channel of communication. The project manager may report to the executive sponsor, while committee members may report to IT or faculty leaders. The organization is maintained by hierarchy.

    Set Objectives

    Determine project milestones and outputs. These project milestones will be monitored. Goals-based timelines keep everyone focused.

    Crisis and Risk Planning

    Campus digitalization governance involves risk management and decision-making. Risk planning is necessary for risk management. After an unforeseen event, the committee can quickly adjust and minimize disruption.

    Honesty and Duty

    Establish transparency and accountability. Progress reporting, decision documentation, and stakeholder communication are required. Unanimity eliminates misunderstandings and missing chances.

    Hold Review Sessions

    Discuss achievements, challenges, and plan modifications with the committee periodically. The meetings coordinate and allow course modifications.

    Communication Setup

    Communicate clearly using email, project management software, or meetings. Communicating with the committee is crucial. 

     

    Challenges in Forming and Managing a Digital Transformation Committee

     

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    Forming and leading a digital transformation committee is exciting but difficult. These obstacles can make it hard to guide the committee toward the institution’s aims. Examples of frequent challenges and ways to overcome them:

    Misaligned Goals

    One of the major problems is aligning all committee members with digital transformation goals. Committee members may have diverse opinions based on their duties, and without a clear goal, it might be simple to stray. Smooth functioning requires everyone to understand and support the same goals from the start.

    Change Resistance

    Change management in education is common in digital transformation. With new technologies and processes, faculty, staff, and stakeholders may feel intimidated or uncomfortable. Resolving this opposition requires clear communication, stakeholder engagement, and committee change champions who can promote the shift.

    Poor Expertise

    While a project committee can bring together stakeholders, technical or digital tool skills may be lacking. Without the right SMEs, the committee may struggle to make judgments. Include members who understand the institution’s needs and the technologies involved to address this.

    Balanced Goals

    Numerous committee members balance different tasks and priorities. Other roles may tug committee members in different ways, causing time and attention issues. The committee must prioritize its work and give members appropriate time for the assignment. 

    Trouble Communicating

    Diverse teams can have communication issues if duties aren’t clear or updates aren’t communicated. To keep everyone in sync and provide information quickly, effective communication is essential. Without effective communication, the committee may miss opportunities or delay matters.

    Uncertain Decisions

    Decision-making confusion can cause delays and frustration. Members may disagree or be unsure of how to proceed without a clear decision-making framework. Avoid decision deadlock by setting clear guidelines for decision-making and who has the final say.

    Insufficient Budget and Resources

    Technological, training, and support investments are common in digital transformation projects. The committee might stall development if it lacks resources and funds. Leadership support and early funding are crucial to the committee’s success.

    Scope Creep

    It’s tempting to add features or adjust the scope as projects progress. Scope creep can cause delays, higher costs, and less concentration. Keep the group focused on the agreed-upon goals and plan and approve any amendments to avoid scope creep.

     

    Overcoming Challenges in Managing a Digital Transformation Committee

    A digital transformation committee can be difficult to organize and manage, but there are simple solutions. Let’s simplify:

    Communicate clearly. Be clear about expectations from the start. Establish roles, goals, and duties and communicate regularly. It aligns everyone.

    Digital transformation requires teamwork. Encourage open dialogue and collaboration. Higher input is preferable. This guarantees everyone is heard.

    Be flexible. Digital transformation changes quickly. Adjust your plans and strategies as needed. Monitor progress and adjust. Flexibility maintains momentum.

    Keep learning. Not everyone is an expert straight immediately. Give your crew training and resources to stay organized. Knowledge is power and simplifies decision-making.

    You may need outside help. Use transformation-experienced experts. They can identify issues early and suggest novel solutions. 

    Grab smart tools. Track progress and goals with strategic planning tools. It streamlines tasks, deadlines, and KPI management. If plans go awry, you can change them.

     

    Monitoring the Success of the Committee

     

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    After launching, your digital transformation committee must track its goals and progress. Track the committee’s progress to improve and stay on track. Monitor committee performance:

    Establish KPIs: Define success to track it. Scheduled milestones, budgets, and stakeholder participation are examples. Set KPIs to track progress and ensure the committee meets digital transformation goals.

    Status updates regularly: Communication matters. Monitor committee progress with regular updates. Meet to review progress, handle obstacles, and keep the project on track. You can notice issues before they escalate using updates.

    Reverberations: Important to gather committee and stakeholder input. Feedback reveals issues and growth opportunities. Be transparent and use feedback to improve processes and results.

    Examine Resource Distribution: Track budget, time, and personnel to see if the committee is staying under budget. If resources are abused or underused, project changes may be needed.

    Monitor Stakeholder Satisfaction: Faculty, staff, and students must be satisfied for the digital shift to succeed. Poll these groups often to measure how well the transformation is accepted and how well the committee is addressing their concerns. Dissatisfaction should encourage the committee to improve results.

    Institutional Goal Impact: Assess your institution’s digital transformation project’s success. Does it improve education? Do administrative processes work better? Improves student engagement? The committee prioritizes what matters by aligning progress with institutional goals.

    Enjoy successes, learn from losses: Recognize small achievements. Celebrate wins to foster teamwork. Analyze setbacks and improve future efforts. Successful and unsuccessful people learn and evolve.

     

    Conclusion: The Path Forward

    As digital transformation reshapes higher education, a strong project committee becomes more essential. These committees serve as the backbone of successful initiatives by offering governance, guidance, and collaboration to navigate challenges and meet institutional goals.

    Strategic planning and a clear structure lay the foundation for success. By assembling the right team, assigning clear responsibilities, and monitoring progress, institutions can drive meaningful change, improving operations, and student experiences, and fostering innovation.

    For institutions to thrive during this transition, the right tools and systems are key. By focusing on the right approach, higher education can effectively embrace transformation and build a brighter future for both staff and students.

    Let’s improve higher education together. Get in touch with the right committee for higher education technology projects! Connect with Team Creatrix Campus.

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  • Senate Finance Committee Holds Hearing on Paid Leave – CUPA-HR

    Senate Finance Committee Holds Hearing on Paid Leave – CUPA-HR

    by CUPA-HR | November 14, 2023

    On October 25, the Senate Finance Committee held a hearing on federal paid leave. This comes as congressional Democrats and Republicans have shown interest in finding bipartisan consensus for a federal paid leave program. The hearing also provided policymakers and witnesses the opportunity to discuss the promise and drawbacks of paid leave proposals.

    Increasing employee access to paid leave was a primary focus of the hearing. Both sides of the aisle agreed that all workers will need to take leave during their careers without the obligation to juggle work requirements. Policymakers highlighted that 70 percent of Americans want national paid leave and that 72 percent of Americans who are not currently working cite caregiving and family responsibilities as the main reason. To address these issues, Democrats argued for a federally mandated paid leave program, while Republicans worried that a one-size-fits-all program could limit employer-provided paid leave options and be difficult to implement on a wide scale.

    Witnesses Describe Potential Benefits of Federal Paid Leave

    Some of the witnesses discussed the benefits of a federal paid leave program, concluding that better access to paid leave would benefit workers, employers and the economy. Jocelyn Frye, president of the National Partnership for Women & Families, stated that offering paid leave tends to benefit both workers and employers through increased labor force participation (both for women and generally), worker retention, and wage growth. Ben Verhoeven, president of Peoria Gardens Inc., added that investing in paid leave gave him better return on investment than his capital investments, as implementing paid leave increased business growth and employee retention and promotions.

    Objection to a One-Size-Fits-All Leave Program

    Despite these benefits, Elizabeth Milito, executive director of the National Federation of Independent Business’s Small Business Legal Center, said that employers would face trade-offs under a federal paid leave program. Milito argued that employers operating on the same amount of funds but under new federal benefit requirements would be obliged to provide paid leave as a benefit, leading to some employers being unable to provide higher compensation or other benefits like health insurance. Rachel Greszler, senior research fellow at The Heritage Foundation, said that in response to state paid leave programs, some companies choose to send workers to the state program first and then supplement the paid leave benefit to provide 100 percent wage replacement. This creates an administrative burden for the employee, who receives full wage replacement only if they participate in both paid leave programs.

    Republicans and their witnesses also said that a federal program would require flexibility and simplicity to be most effective. Milito and Greszler concurred that most small businesses do not have a qualified HR professional to deal with additional compliance needs. Greszler also stated that the biggest unintended consequence of a one-size-fits-all approach would be a rigid structure that does not work for most employees and businesses. She specified that a carve-out for small businesses or the ability to opt in to a federal program would be most appropriate.

    CUPA-HR continues to monitor for any updates on federal paid leave programs and will keep members apprised of any new developments.



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  • House Education and Workforce Committee and Senate HELP Committee Set for 118th Congress – CUPA-HR

    House Education and Workforce Committee and Senate HELP Committee Set for 118th Congress – CUPA-HR

    by CUPA-HR | February 7, 2023

    After a month in session, the U.S. House of Representatives and Senate are finalizing their committee and subcommittee membership rosters. Of particular significance are the House Education and the Workforce Committee and Senate Health, Education, Labor and Pensions (HELP) Committee, which have jurisdiction over higher education and many labor and employment issues, including overtime, paid leave, occupational safety and health and employment-based discrimination.

    House Education and the Workforce Committee and Subcommittees

    The House Education and the Workforce Committee will be comprised of 25 Republicans and 20 Democrats with Rep. Virginia Foxx (R-NC) serving as chairwoman and Rep. Bobby Scott (D-VA) serving as ranking member of the full committee. Both Foxx and Scott served as their party’s committee leader in the previous Congress when Democrats held the majority, but Foxx was notably able to secure a waiver granting her exemption from House Republican-imposed committee leadership term limits that would have prohibited her from serving a fourth consecutive term as Republican leader on the committee.

    Foxx has publicly stated her priorities for the committee, citing oversight of the Biden administration, Department of Labor and Department of Education as a top concern for the committee. Having previously taught at two institutions of higher education and served as president at Mayland Community College, Foxx also has a particular interest in higher education. With divided control of Congress and Democrat control of the Senate, however, it is unlikely that Foxx will be able to pass any meaningful legislation that would garner support from the Senate and the president.

    In addition to the full committee roster, the Education and the Workforce Committee has also finalized their subcommittee rosters.

    Subcommittee on Workforce Protections

    The Subcommittee on Workforce Protections has jurisdiction over issues relating to wages, hours of workers and overtime, including the Fair Labor Standards Act (FLSA); workers’ compensation, including the Family and Medical Leave Act (FMLA); issues relating to immigration and employment; and occupational safety and health, including the Occupational Safety and Health Administration (OSHA).

    Freshman Rep. Kevin Kiley (R-CA) will serve as chairman of the subcommittee and Rep. Alma Adams (D-NC) will serve as ranking member after serving as chair of the subcommittee last Congress. The subcommittee will made be up of six Republicans, including Glenn Grothman (R-WI), James Comer (R-KY), Mary Miller (R-IL) and Eric Burlison (R-MO), all who did not serve on the subcommittee in the previous Congress; and four Democrats, all who served on the subcommittee in the last Congress.

    Subcommittee on Higher Education and Workforce Development

    The Subcommittee on Higher Education and Workforce Development has jurisdiction over the following areas: postsecondary student assistance and employment services, and the Higher Education Act; postsecondary career and technical education, apprenticeship programs, and workforce development; and science and technology programs.

    Rep. Owen Burgess (R-UT) will serve as chairman of the Subcommittee on Higher Education and Workforce Development, while Rep. Frederica S. Wilson (D-FL) will serve as ranking member of the subcommittee after serving as chair of the subcommittee in the 117th Congress. The makeup of the subcommittee will include 13 Republicans, including Reps. Glenn Thompson (R-PA), Lloyd Smucker (R-PA), Nathaniel Moran (R-TX), John James (R-MI), Lori Chavez-DeRemer (R-OR), Erin Houchin (R-IN) and Brandon Williams (R-NY) as new members; and 11 Democrats, including Reps. Lucy McBath (D-GA), Gregorio Kilili Camacho Sablan (D-Northern Marina Islands) and Alma Adams (D-NC) as new members.

    Subcommittee on Health, Employment, Labor and Pensions

    The Subcommittee on Health, Employment, Labor and Pensions’ jurisdiction involves “matters dealing with relations between employers and employees,” including to the National Labor Relations Act (NLRA) and employment-related health and retirement security, such as pension, health and other employee benefits and the Employee Retirement Income Security Act (ERISA).

    The subcommittee will see Rep. Bob Good (R-VA) serve as chairman and Rep. Mark DeSaulnier (D-CA) serve as ranking member after previously serving as chair in the 117th Congress. The subcommittee will be composed of 12 Republicans, including Reps. James Comer (R-KY), Lloyd Smucker (R-PA), Michelle Steele (R-C), Aaron Bean (R-FL), Eric Burlison (R-MO), Lori Chavez-DeRemer (R-OR) and Erin Houchin (R-IN) serving as new members; and 10 Democrats, including Reps. Pramila Jayapal (D-WA), Jahana Hayes (D-CT), Ilhan Omar (D-MN) and Kathy Manning (D-NC) serving as new members.

    Senate Health, Education, Labor and Pensions Committee

    The Senate HELP Committee is the Senate counterpart to the House Education and the Workforce Committee. Chair Bernie Sanders (I-VT) will be replacing former Chair Patty Murray (D-WA), who is now the chair of the Senate Appropriations Committee, and Ranking Member Bill Cassidy (R-LA) will be replacing former Ranking Member Richard Burr (R-NC), who retired at the end of the 117th Congress. Democrats will have 11 members and Republicans will have 10 members on the committee. Subcommittees have not yet been finalized, though we expect to see membership lists soon.

    Sanders staffers have stated that, as chair, he will “focus on universal healthcare, lowering the cost of prescription drugs, increasing access to higher education and protecting workers’ rights on the job.” As previously mentioned, however, the divided Congress and Republican control of the House will likely prevent meaningful legislation from moving to President Biden’s desk for his signature.

    CUPA-HR will be monitoring committee activity and will keep members apprised of any major hearings or updates that come out of the committees.



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  • DOL Secretary Testifies in House and Senate Committee Hearings – CUPA-HR

    DOL Secretary Testifies in House and Senate Committee Hearings – CUPA-HR

    by CUPA-HR | June 22, 2022

    On June 14 and 15, the House Education and Labor Committee and Senate Appropriations Committee’s Subcommittee on Labor, Health and Human Services, Education, and Related Agencies held hearings on policies and priorities of the U.S. Department of Labor (DOL), as well as President Biden’s Fiscal Year 2023 Budget Request for DOL. In both hearings, Secretary of Labor Marty Walsh testified and answered questions about DOL’s regulations and actions, as well as potential future funding for programs under DOL.

    In both hearings, Walsh pointed to the accomplishments DOL has achieved during the Biden administration. He discussed efforts to increase the minimum wage for federal contractors to $15 and to protect workers’ organizing rights as some of the highlights of the department’s work during the Biden administration thus far. In addition to these accomplishments, he also called for increased funding and investments for workforce training and development.

    During the House committee hearing, Walsh was asked several questions about the anticipated overtime regulations. Rep. Mark Takano (D-CA) began his question period by restating his request for DOL to increase the minimum salary threshold to $82,732 by 2026, and asked Walsh his opinion on the current level and whether it was too high or low. Walsh responded saying he had no opinion on where the current level stands at this time, but that the department recently concluded listening sessions to hear from stakeholders about their opinions on updating the salary threshold. Additionally, Takano asked Walsh if there was a timeline of when the anticipated Notice of Proposed Rulemaking (NPRM) would be released for the overtime regulations, but Walsh responded that there was no set timeline at the time of the hearing.

    Many representatives and senators also discussed DOL’s workforce development and training programs. In the Senate hearing, Walsh explained that the current disconnect between youth and job openings is an opportunity for DOL to reach out and connect with those workers, better preparing them for the jobs available. Walsh also expressed his support for a wide range of apprenticeships in different, untraditional industries, and he stated DOL should partner with community colleges, existing workforce development programs, and other organizations to expand apprenticeships.

    CUPA-HR will keep members apprised of any developments that arise as a result of these hearings.



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  • CUPA-HR Participates in Hill Meetings With House Ways and Means Committee Member Offices – CUPA-HR

    CUPA-HR Participates in Hill Meetings With House Ways and Means Committee Member Offices – CUPA-HR

    by CUPA-HR | May 10, 2022

    Over the last month, CUPA-HR’s government relations team joined the American Council on Education (ACE) and other higher education organizations in virtual Capitol Hill meetings to discuss tax priorities for the higher education community. Meetings have been held with staffers of Members of the House Ways and Means Committee to advocate for tax policies and proposals to alleviate various burdens placed on students, employees and institutions alike.

    Specifically, the meetings have allowed the higher education community to encourage members’ action on the following issues:

    • Supporting the extension and expansion of the universal, non-itemizer charitable deduction;
    • Repealing the taxability of scholarships and grant aid, specifically for the Pell Grant and other scholarships for graduate and medical students;
    • Enhancing higher ed tax credits like the American Opportunity Tax Credit and the Lifetime Learning Credit;
    • Repealing the endowment tax;
    • Expanding and modernizing tax-free employer-provided educational assistance as granted under Section 127 of the Internal Revenue Code (IRC);
    • Reinstating advance refunding of tax-exempt bonds and expanding debt issuance with a Direct Pay Bonds program;
    • Creating “lifelong learning and training accounts” to provide workers and employers the opportunity to make tax-free contributions to pay for future training and credentials; and
    • Repealing the unrelated business income tax “basketing” provision.

    In June 2021, ACE sent a letter to House Ways and Means Committee and Senate Finance Committee leadership requesting these proposals and others be included in the American Jobs and American Families Plans. CUPA-HR signed onto this letter, along with several other higher education groups.

    CUPA-HR joined the most recent meetings specifically to advocate for the Section 127 expansion and modernization. Section 127 of the IRC is an educational assistance program that allows employers to pay or reimburse an employee tuition or student loan repayments on a tax-free basis up to $5,250. CUPA-HR previously advocated for the program to include student loan repayments, which was granted under the 2020 CARES Act and the Consolidated Appropriations Act of 2021, as well as to increase the annual exclusion cap of $5,250 to an amount closer to $12,000, to expand coverage to employee’s partners and dependents, and to expand coverage to gig workers and independent contractors, all of which were a focus during the meetings.

    CUPA-HR will continue to participate in these meetings and will keep members apprised of any legislative proposals that result from these meetings.



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