< Previousfeedback from stakeholders and looks for new ways to engage and support covered members. The educational landscape con- tinues to evolve and ASEBP’s goal is to align with industry needs and processes as closely as possible. By providing coverage to 97 per cent of the education sector, ASEBP uses data to analyze plan perfor- mance, utilization, and remain responsive to changing needs. ASEBP’s new strategic plan, the Jour- ney to 2030, highlights this commitment to improvement and sustainability as a trusted, innovative partner for Alberta’s public education sector. Building on past successes and momentum, ASEBP looks to: • Continue meaningful communication and engagement with covered mem- bers and stakeholders. • Expand access and enhance prevention strategies to improve the health and quality of life of covered members. • Increase the plan’s sustainability through administrative efficiencies and look for strategic ways to reduce plan and system costs. • Deepen ASEBP’s reputation as a high- performance not-for-profit organiza- tion. On a personal note, I have had the pleasure of working exclusively in the non-profit industry throughout my career. I am passionate about purpose- driven work and leadership in non-for- profit organizations so joining ASEBP was a natural extension of my values, aligned to meaningful service and com- munity impact. I am proud to continue supporting ASEBP’s mission and helping to create healthier, more vibrant learning communities across Alberta. n Jocelyn Plakas-Lock is the Interim Chief Executive Officer at the Alberta School Employee Benefit Plan (ASEBP), over- seeing daily operations of the organiza- tion and ensuring its alignment with the strategic direction. She has more than 25 years working in the not-for-profit sector, with 15 of those years being in the ben- efits industry specifically. Jocelyn holds a Bachelor of Science with Specialization in Psychology from the University of Alberta and a Master of Social Science (Human Services) from the Queensland University of Technology. additional cost to employers; Therapeutic Alternative Reference Pricing encourag- ing cost-effective prescribing for common medical conditions; generic substitutions for prescriptions drugs and a managed formulary. ASEBP is committed to a cost vs. premium balance with a goal to keep the plan competitive and ensure its sustainability. Innovative and strategic leadership To ensure we are meeting our mission, ASEBP continuously adapts based on covered members well into the future. ASEBP understands the impact of pre- mium increases and values transparency, sharing key drivers such as inflation and plan utilization, along with our third-party actuary valuation every year. Sustainability measures include ASEBP’s: Experience Adjustment System approach to pooling rates that address- es inequities in claims experiences; Sick Leave Support program that provides active case management and return-to- work planning; Employee and Fam- ily Assistance Program provided at no 30 Fall 2025 • The CASS ConnectionNext >