Chamberlain Care Re-imagined

CHAMBERLAIN CARE® REIMAGINED TOOLKIT FOR LEADERS JANUARY 2024

TABLE OF CONTENTS I.

Introduction Overview Our Approach

II. Overview of Chamberlain Care® Grounding deck with notes III. Activation Materials for Leaders Expectations for Chamberlain leaders Importance of culture Caring behaviors defined Activities Care for self Resiliency Rising Care for colleagues Care for students Care for all (inclusive of care for patients/clients) IV. Reward and Recognition Current award program guidelines and criteria New CU award program guidelines and criteria Governance V.

Additional Reinforcement Activities Performance Management Team meetings One-on-ones

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INTRODUCTION Overview Chamberlain Care® was established in 2012 after a 2-year cultural transformation exercise. The official definition is “Chamberlain Care® - the excellent service we provide to each other and to students to help them achieve their goals and reach their dreams.” Chamberlain Care® is based on the following assumptions: • Students have challenges that prevent their success • A caring environment can empower students to succeed • A caring environment begins with caring colleagues • Caring colleagues create an environment for student success • To achieve our vision for extraordinary graduates, we must model extraordinary care This kind of culture creates exceptional academic outcomes, goodwill between employees, and compassion for our community. Chamberlain Care® is who we have always been and always will be. We are maintaining our focus on it and working to be deliberate in the way we talk about it in today’s context – both from an organizational and societal standpoint.

Chamberlain Care® starts with care for self. As they tell us on airplanes, “Put the oxygen mask on yourself before assisting others.” It’s the same principle. If we neglect self-care, how can we possibly have the energy or capacity to care for our families, neighbors, colleagues, students, communities – How can we care for all? Care is who we are. It’s how we work. It informs the present and shapes our future; It transforms lives.

Since 2012 much has changed. An increasing number of individuals in our society experience a higher burden of poor health. Likewise, our nation has a profound health inequity gap, which has grown over time. Improving health and social conditions through Social Determinants of Health (SDOH) based care will likely reduce health inequities and improve the health status of the U.S. population as a whole.

Through Chamberlain Care® we are committed to a seamless process and experience for our students, supporting them as they enroll in degree programs to advance their careers, coming alongside them to foster success in achieving their educational goals, and emboldening them to be change agents in the healthcare system of the future.

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By being a part of the Adtalem family of institutions, we are a Category of One – five universities focused on equitable access and excellence in student outcomes. Together, we are a leading provider of healthcare education. We partner with organizations to proactively address their current and workforce needs. We empower our partners to support the career development needs of their workforce, giving them with access to state-of-the art teaching-learning curricula, certificate programs and continuing education offerings to advance a diverse workforce ready to work toward health equity in the U.S. and around the world.

Our Approach Beginning in the fall of 2023, we are embarking on an intentional effort to re-imagine Chamberlain Care®, in today’s context at Chamberlain, Adtalem and the broader communities in which we serve.

Our definition: Chamberlain Care® is our commitment to extraordinary care. It’s the guiding principle we provide to each other and to our students each and every day to help them achieve their goals, reach their dreams and improve healthcare across the nation.

Our current efforts will comprise of the following components to keep Chamberlain Care® at the forefront of how we operate at Chamberlain now and consistently going forward: Inspire our Colleagues • Leader re-launch event to energize our leaders to commit to leading the Chamberlain Care® culture shaping effort • Colleague re-launch webinar to energize our colleagues to engage in the critical caring behaviors and activities necessary for our success • Local/departmental workshops and reinforcement activities to keep the concepts alive • New onboarding learning module to ensure that all Chamberlain colleagues are educated on what Chamberlain Care® means and how they are expected to embody it including extending concepts to Adtalem colleagues who work with Chamberlain • Ongoing education of Chamberlain Care® at each quarterly Chamberlain town hall

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Communicate to our Colleagues • Through a regular internal communication strategy, provide clarity on how Chamberlain Care® is a critical underpinning to our mission and our performance balanced scorecard • Regular reinforcement of the concepts in quarterly town halls and other communication vehicles Reward and Recognize our Colleagues • New quarterly rewards to recognize colleagues for exhibiting caring behaviors and teaching excellence Process & Technology Innovations • Continue to design process and technologies that are reflective of Chamberlain Care.® Examples include auto-registration, early assessments giving students a clear picture of their strengths and opportunities and a customized plan in addition to coaching teams for new students Communicate to our Students and Partners • Incorporate Chamberlain Care® concepts into our messaging to our prospective and current students and colleagues, alumni and partners

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OVERVIEW OF CHAMBERLAIN CARE® This section provides the context slides to be used by leaders in explaining what Chamberlain Care® is, why it is important now and how we will amplify it both internally and externally.

Ideas for how leaders can use these slides with their teams: • Review material in a regular team meeting • Explain the fact that we will be conducting reinforcement activities to keep these concepts alive throughout the year and ongoing. You are encouraged to include a reinforcement activity right after sharing this content.

• Explain that we will be incorporating these concepts into our external branding and hiring activities so that we can continue to attract talent with values that reflect care • Explain that there will be both Teaching Awards and Care in Action Awards at quarterly town halls in addition to Chamberlain Care® reinforcement content

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WHAT IS CHAMBERLAIN CARE®?

• A way of thinking and behaving.

• An approach to well-being and healthy relationships that serves as a model for students to emulate.

• A culture that creates superior academic outcomes that will ultimately lead to improved educational justice and community health.

Chamberlain Care*: Established in 2012 after a 2-year cultural transformation exercise, the official definition is “Chamberlain Care is the excellent service we provide to each other and to students to help them achieve their goals and reach their dreams.” ​ ​ The assumptions of the transformation exercise included:​ •

Students have challenges that prevent their success​

•

A caring environment can empower students to succeed​

•

A caring environment begins with caring colleagues​

•

Caring colleagues create an environment for student success​

•

To achieve our vision for extraordinary graduates, we must model extraordinary care.​

​ This kind of culture creates exceptional academic outcomes, good will between employees, and compassion for community.​ ​ Chamberlain Care is, who we have always been and always will be. We are maintaining focus on it and working to be deliberate in that way we talk about it.

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HOW CARE IS WOVEN INTO OUR DNA • It starts with care for self and care for colleagues but is ultimately about care for students, leading to Care for All.​ • Newly expanded program offerings strengthen our ability to care for all​ • Chamberlain University is an integral part of transforming access to equitable education, and ultimately healthcare. We do it purposefully and with care – Chamberlain Care®.

Chamberlain Care starts with care for self. As they tell us on airplanes, “Put the oxygen mask on yourself before assisting others.” It’s the same principle. If we neglect self-care, how can we possibly have the energy or capacity to care for our families, neighbors, colleagues, students, communities – How can we care for all. Care is who we are.

It’s how we work. It informs the present and shapes our future; It transforms lives​ -Through Chamberlain Care®, we are committed to a seamless process for our students, supporting them as they enroll in degree programs to advance their careers, coming alongside them to foster success in achieving their educational goals, and emboldening them to be change agents in the healthcare system of the future. ​ -By being a part of the Adtalem family of institutions, we are a Category of One – five universities focused on equitable access and excellence in student outcomes. Together, we are a leading provider of healthcare education.

We partner with organizations to proactively address their current and workforce needs. We empower our partners to support the career development needs of their workforce, giving them with access to state-of-the art teachinglearning curricula, certificate programs and continuing education offerings to advance a diverse workforce ready to work toward health equity in the US and around the world.

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WHAT’S DIFFERENT TODAY • An increasing number of individuals in our society experience a higher burden of poor health. Likewise, our nation has a profound health inequity gap, which has grown over time.​ • Improving health and social conditions through integrated Social Determinants of Health (SDOH) based care will likely reduce health inequities and improve the health status of the U.S. population as a​ whole.​ • SDOH-based care requires a holistic, community-wide approach that aligns health care resources with community, environmental and government resources.​ • As an example of a community-wide approach, OneHealth is the intersection of environmental, human and animal health, an integrated, unifying approach that aims to sustainably balance and optimize the health of people, animals and ecosystems.

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“Cultural responsiveness is a principal dynamic underlying the interaction between patient, provider and system. Increasing diversity has profound implications for enhancing both the cultural intelligence and cultural responsiveness of the health care system at multiple levels.” ​ ​ - Dr. Carla Sanderson

DIVERSITY

WHY THIS IS IMPORTANT

Patient Access, Satisfaction & Quality of Care

Missing Persons: Minorities in the health professions​ “Studies suggest that increasing the diversity of the health workforce can improve patient access, patient satisfaction and quality of care for all patients.” – Dr. Carla Sanderson ​ ​ A culture of care means aiming to hire faculty and enroll students that demographically mirror the US population.

And it means promoting cultural intelligence through understanding and advancing key concepts and cultural responsiveness through learning and emulating appropriate cultural behavior.

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CARE FOR ALL • Advancing a holistic (SDOL) and relationshipbuilding approach as opposed to a transactional approach​ • Focusing on patients, clients, families, communities, and society​ • Promoting a OneHealth approach to care​ • Partnering with practice and community-based strategic partners to create caring environments​ • Graduating change agents educated, emboldened and empowered to pursue Care for All in practice settings, healthcare agencies, schools, board rooms and through legislation.

The assumptions of the transformation exercise included:​ •

Students have challenges that prevent their success​

•

A caring environment can empower students to succeed​

•

A caring environment begins with caring colleagues​

•

Caring colleagues create an environment for student success​

•

To achieve our vision for extraordinary graduates, we must model extraordinary care.​

These assumptions led to the establishment of a Social Determinants of Learning framework, introduced publicly in 2021.​ What cultural transformation is next for Chamberlain University? Let’s consider the possibilities, using the assumptions for Chamberlain Care listed above but applied to today’s realities in healthcare:​ •

Today’s healthcare system has challenges that prevent equitable care for all​

•

A caring environment can educate, embolden, and empower change agents to advance health equity​

•

There are over 100,000 Chamberlain alumni – a caring environment begins with caring healthcare professionals who are equipped to be change agents​

•

Caring healthcare change agents create an environment for improvements in healthcare ​

•

To achieve our vision for advancing health equity and eliminating racism in healthcare, we must graduate change agents who model extraordinary healthcare for all.

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OUR MISSION DRIVES US: ​ FROM SDOLTM TO SDOH SDOLTM: Care for Students​ • Through the Social Determinants of LearningTM framework, we provide accessible education to more students: holistic admissions and a firm commitment to DEI​

Physical Health

Psychosocial Health

Economic Stability

Physical Environment/ Community

Social Environment/ Community

Self Motivation

​ SDOH: Care for All​ • We’re changing the face of healthcare for the nation with practice-ready healthcare professionals from diverse backgrounds​ • This transformation of healthcare ensures Care for All: patients/clients, families, communities and nations

Our culture of care supports the university’s overall Social Mission, including our commitment in providing access to a healthcare education to more diverse students. Our Social Determinants of Learning framework IS care – care for students, many of whom are diverse and/or underresourced. ​ Diverse graduates in public health. social work, nursing, PA studies and veterinary medicine embrace and advance the Social Determinants of Health and One Health initiatives as change agents who are equipped to Care for All. Chamberlain University, growing in enrollment and expanding in programs, is poised to embrace a 4th component of Chamberlain Care – Care for All. We look forward to working with teams across our university to further define Care for All. ​ Introducing Care for All​ Who:

Chamberlain University colleagues, students, alumni and strategic partners​

What: Chamberlain Care Re-Imagined​ •

Advancing health equity and the elimination of racism in education and healthcare in the US​

When: Fall 2023​ How:

Care for all​

•

Advancing a holistic (SDOL) and relationship-building approach as opposed to a transactional approach​

•

Focusing on patients, clients, families, communities, and society​

•

Promoting a OneHealth approach to care​

•

Partnering with practice and community-based strategic partners to create caring environments ​

•

Graduating change agents educated, emboldened and empowered to pursue Care for All in practice settings, healthcare agencies, schools, board rooms and through legislation.​

Care for all will ultimately affect the future of Healthcare: diversity in the classroom leads to diversity in healthcare = better patient outcomes

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CHAMBERLAIN CARE® STUDENT SUCCESS MODEL For example, BSN student model • Early assessments to give new students a clear picture of their strengths and areas for improvement, plus a customized support plan • Coaching teams for all new students • Customized workshops to support the academic needs of each cohort • Academic assessments and live review sessions midway through the nursing program and at the end of the curriculum

The Chamberlain Care Student Success Model is a customized program of tools, resources and support to help students complete their degree program and succeed as a healthcare professional.​ ​ This example is specific to the BSN program. Models of care for each of our Student, Faculty and Colleague constituents will look different

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CHAMBERLAIN CARE® REIMAGINED MODEL Engaged, caring colleagues help all students achieve their goals and reach their dreams.

Access to education and SDOLTM-->

Help students enroll

Help them stay in school and graduate

Help them learn and pass their licensing exams or get a job in their field

Help them achieve their goals as change agents for the good of health equity

Positive, rich learning experience—feels supported in all interactions with us

Key Measures Application to start rate

Retention and graduation rates

Learning outcomes/pass rates

Satisfaction, Engagement and NPS Scores; Employment Outcomes

Colleague turnover

• Chamberlain Care® is the guiding principle we afford each other and advance to our students, supporting them in achieving their goals, realizing their dreams and transforming healthcare in their communities, across the US and around the world.

Consider the word substance as a synonym for principle, the word “substance” more aptly pointing toward the depth of what must be done to bring Care into distinctive form – something tangible, observable, and maybe even measurable. But, certainly at least something our students point to as distinct in the way we go about our work and their education. ​ ​ What if we created the role of “senior care officer?” What would be in the job description? What requirements would we seek? What about educational experience? What would we ask during reference checks? My greater point is that in reimagining our Chamberlain Care model, it is necessary to adapt to the new environment and make explicit what the requirements are to deliver on the model so as to add substance or meaning to it with the ultimate benefit for our students, and with the intended ripple effect of impacting much broader communities. In short, applying and discipline to rigor to Chamberlain Care better guarantees its success.​ ​ If you look at this model, the top line shares what we do to enliven the model. The bottom line share some evidence of the behaviors in the top line being effective.

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OUR CULTURE OF CARE BEHAVIORS Worldclass Student Experience and Superior Academic Outcomes RELATING TO OTHERS

COMMUNICATION

SERVICE

• Chamberlain Care® informs who we are, ​how we act, and what we believe.​ • Adding Care for All broadens our opportunity, which we will envision together.

If we think about leaders and educators as portals or gateways connecting new ways of thinking and behaving, the three behaviors on this slide become foundational to how we do our work and, therefore, how the example of our work leads our students to understanding our Chamberlain Care model. ​ We cultivate and promote caring behavior in three distinct ways: the example of our relationships, the habits of Communication, and the duty of Service.​ Relationships: Nursing education places a premium on education through both experience and relationships.

Education and Nursing are fundamentally human endeavors, and so how we treat each other is not a mere nicety or congenial way of improving the office environment, it is an example of how our work gets done, how students are embraced as learners, and ultimately how we heal and build communities of healing.​ ​ Communications: How are we communicating with our prospective and current students, and our alumni: We anchor our communications in intentionality and transparency, and value a non-hierarchical approach. We strive for authentic engagement and generosity in our discussions.​ ​ Service: We have a service mindset and understand the call to serve: we support one another and our students each day, anticipating needs, and seeking to over-deliver. Service is prioritizing the other so that that other becomes part of me. Service therefore is not a one way activity but something ultimately transformational in a way that both people are served.

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CHAMBERLAIN CARE® REIMAGINED PRIORITIES ACADEMIC EXCELLENCE

ORGANIZATIONAL HEALTH

TRANSFORMATIONAL GROWTH

OPERATIONAL & FINANCIAL EXCELLENCE

Our student’s successful academic outcomes will fuel our unwavering commitment to helping students achieve their dreams.

We will execute growth transformation efforts, including creating new programs/modalities, more efficient and positive student experiences, opening new campuses, and establishing new strategic partnerships

We will have a highly engaged and mindful workforce.

Operational excellence and continuous improvement will drive growth and success.

Now let’s discuss our Chamberlain Re-Imagined Priorities against those KPIs:​ ​ cademic Excellence: Our student’s successful academic outcomes will fuel our unwavering commitment to helping students achieve their A dreams​ •

We will maintain a relentless focus on our students, alumni, academics and the overarching Chamberlain University experience​

•

We will continue to be committed to our access mission, ensuring diversity and inclusion that will make the healthcare profession more reflective of our communities ​

Second, Organizational Health: Organizational health is the ability of an organization to align behind goals, execute with excellence, and renew and adapt to change. We strive to continue to have a highly engaged and mindful workforce​ •

We believe in full transparency in our communications and will keep employees informed and engaged​

•

We will have a culture of recognition and thank our employees for their inspiring commitment​

•

We will understand that a caring mindset and actions are the core of who we are​

•

We will continue to nurture a culture of inclusivity and diverse perspectives​

Third: Transformational Growth: The world has been transformed, as has the workforce, due to the pandemic. And this requires all of us to reimagine, recreate and rebuild for the future. We are always in that space between what was and what will be – and a posture toward transformation and growth allows us to move into what will be. Therefore, we will accelerate transformation efforts to meet the needs to today but also of tomorrow. Concretely, this means creating new programs/modalities, more streamlined and positive student experiences, opening new campuses, entering new markets, and developing game changing relationships.​ Fourth, Operational and Financial Excellence: Operational excellence and continuous improvement will drive growth and success​ •

We continue to focus on financial outcomes, allowing us to compete and provide ever-modernizing technology for the classroom and support to our students.

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WHAT’S NEXT • We will create a sustainable cultural element of Care that manifests itself within our colleagues, students, our healthcare partners and the broader communities that we serve. ​ • We will launch Chamberlain Care® Reimagined in October to leaders, followed by a full town hall presentation in November.​ • We will engage you in creating our new ​Care for All commitments.​ • The launch will be followed by other reinforcement, reward and recognition ​ activities throughout the years to come.

ROLLOUT PLAN Goal: • Embed Chamberlain Care in relevant cultural elements in coming years Plans: Launch of Reward and Recognition Elements

Colleague Launch NOVEMBER

DECEMBER

2023

Leader Training & Toolkit EARLY DECEMBER

Quarterly Town Hall Content & Recognition START IN FEBRUARY FOR Q2 ACKNOWLEDGEMENTS

Optimize Chamberlain Care concepts on social media and other relevant platforms MARCH 2024 GOING FORWARD

2024 Onboarding Modules Released Leaders roll out locally

TO CHAMBERLAIN NEW HIRES

TO ATGE COLLEAGUES WHO WORK WITH CHAMBERLAIN

FEBRUARY 2024

MARCH 2024

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ACTIVATION MATERIALS FOR LEADERS Expectations for Chamberlain Leaders • As a leader, you are the primary culture shaper of your team. You play the most important role in embedding and reinforcing the principles of care in how and what you do in your organization.

• The purpose of this toolkit is to provide you with turnkey ideas, tools and resources to integrate Chamberlain Care® in a natural way into your daily work.

• In the following pages, you will see a variety of potential Chamberlain Care® activities.

Select the activities that suit your team the best and set a goal to incorporate 1 activity each quarter, naturally weaving it into the work you already do.

• We are calling on you to be intentional and planful about it and we promise that, with a well implemented plan, the impact will be profound. We are counting on you to lead Chamberlain Care® and make an incredible impact on the lives of our colleagues, students, patients/clients and communities.

Importance of Culture • At Chamberlain, our culture is the set of shared values, beliefs and attitudes that guide us and are reflected in how we treat each other, our students, patients/clients and partners. We are intentionally building a culture of care that we believe will positively impact our ability to attract the best talent, improve productivity, retention and drive high levels of colleague engagement. Importantly, Chamberlain Care® will produce and yield positive outcomes for our colleagues, students, patients/clients, partners and the communities that we serve at large.

• When we identify and pay attention to our core values and show up for work every day showcasing our strengths and our values, the culture we are known for becomes evident and positively impacts those to whom we come into contact.

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Chamberlain Care® Behaviors Defined • To deliver care to our students, patients/clients, partners and clients, we must care for our colleagues by looking out for one another and treating each other with respect and a sense of service, teamwork and cooperation in all interactions. We assume positive intent when we work together.

• We cultivate caring behavior by thinking through the lens of three major areas: Relationships, Communications and Service.

• Relationships: It’s about being courteous and respectful, supportive and inclusive, approaching colleagues collaboratively.

• Communications: It’s about how we are communicating with our prospective and current students and our alumni: we anchor our communications in transparency and value a non-hierarchical approach.

We thrive for authentic engagement and generosity in our discussions.

• Service: We have a service mindset: we support one another and our students each day, anticipating and seeking to over-deliver.

• We also live our Adtalem TEACH values of teamwork, energy, accountability, community and heart in all we do.

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WHY IS CULTURE IMPORTANT to Chamberlain?

Chamberlain has long had a history and reputation as an organization built on a culture of care. Let’s take a look at why culture is so important to Chamberlain.

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Our culture is built upon things like our shared values, beliefs and attitudes. This unites us in a way that has a positive impact on how we treat our students and each other. In addition, it helps us attract great candidates for open positions and improves productivity and engagement. When we pay attention to our core values and show up to work each day honoring our strengths and values, the culture that we are known for becomes strengthened and positively affects those we interact with.

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CONNECTING YOUR VALUES • The values we share unite us. The values that differ bring that uniqueness that make us strong and more capable. ​ • When anchored in your core values, you are at your very best.

How do your values connect you to Chamberlain and contribute to our culture of CARE?

The values that we share unite us and form the basic foundations of our culture. Some of us may also have more unique values that are not shared as abundantly by the larger group. These values enhance our culture, providing greater depth and unique perspectives. When we come to work each day, anchored in our strengths and values, showing up as our best selves, we stand ready to serve our students and colleagues in a way that will change lives.

Think about how your values make you a valuable part of Chamberlain’s culture. You are an important part of this culture, just like a link in a chain. When we stand united and serve one another, our culture is strong and immovable.

Let’s all make a personal commitment starting right now to show up to work each day with a full basket, standing in our strengths and values, and being a strong link in that chain.

Team Activities • In a team meeting, have team members construct their own “why statements.”

• Share the “why statements” with one another.

• Consider having everyone’s why statement published in a common space or team site.

• Have each team member document their why on a Chamberlain Care® card and post it in their place of work as a reminder of why they do what they do.

• Consider having team members put their “why statement” in their email signature.

• As a leader, start your team meetings off with your “why statement” to ground everyone and remind them why you are here.

• Incorporate your “why statement” into your written communications – emails, all colleague meetings, etc.

• Have fun with it and be creative.

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ACTIVITIES My Values Activity

• Have each team member take a values assessment (either a short one like the above or the full assessment in this link) • Debrief on what values colleagues have in common and what values are different • Discuss how critical it is to have alignment on core values

My Strengths Assessments • Have each team member take the Clifton StrengthsFinders 2.0 assessment or another assessment such as Forte that helps identify strengths. There is a cost for the assessment that would need to be covered off by your department budget. Amazon sells the book, which has an assessment code in the back (around $20).

• Have individual team members share out their strengths with one another • Map the strengths of the team to see the big picture Link to Team Strengths Spreadsheet • Publicize the team strengths in a visible space or on a team site • Reinforce the team strengths in the opening and closing of critical meetings and in correspondence as appropriate

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• For larger teams, you may reach out to your HR partner to see if HR might be able to facilitate a group session. Link to StrengthsFinders presentation • If doing Forte, run Forte interaction reports for those who work together regularly.

Assign pairs to pull their interaction reports and discuss the characteristics that will enable and disable their interactions with one another. Have the pair create a plan to proactively address the areas of potential conflict. For larger teams, you may reach out to your HR partner to see if HR might be able to facilitate a group session. There is a cost associated with the Forte survey that would be covered off by your dept budget.

My Why Exercise • In a group setting or team meeting, have each team member construct their personal “why statement” - no more than 1-2 sentences – with their values and/or their strengths as the foundation • Ask each person to reflect on the concepts of Chamberlain Care® and how they connect to their “why statement” • Have each team member modify their statement to incorporate Chamberlain Care® • In a round robin, have each team member share out their “why statement” with the leader going first • Examples of well-written “why statements” 1. “I believe that every person has potential for greatness and, therefore, I treat others with respect and curiosity to help them on their journey. Chamberlain allows me to live these values in my work every day”.

2. “I believe collaborating with others is at the heart of getting great results.

At Chamberlain, I have the amazing opportunity to regularly collaborate with incredibly talented professionals to serve our students.”

3. “I work at Chamberlain because I believe all individuals have the right to accessible and high-quality healthcare. I know I am doing my part by helping to produce healthcare professionals that can make this aspiration come true.”

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CARE for Self Chamberlain Care® starts with care for self. As they tell us on airplanes, “Put the oxygen mask on yourself before assisting others.” It’s the same principle. If we neglect selfcare, how can we possibly have the energy or capacity to care for our families, neighbors, colleagues, students, communities – How can we care for all?

We are intentional at Chamberlain for talking about, reinforcing and doing our best to provide capacity for colleagues to take care of themselves first.

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TOTAL WELLBEING – ADTALEM LIVEWELL PROGRAM​

PHYSICAL

FINANCIAL

• 2nd.MD

• 401(k)

• Active&Fit Direct • Kaia Virtual Physical Therapy

• Financial Tools and Calculators by Fidelity

• Nutritionist Benefit • Preventive Care • Real Appeal Weight Loss Program • Tria Health • Virtual Visits by UHC

• Financial Webinars by Fidelity • Employee Stock Purchase Plan (ESPP) • Fidelity Health Savings Account (HSA) • PayFlex Flexible Spending Accounts

EMOTIONAL • Headspace Care (formerly Ginger) • Health Advocate Employee Assistance Program (EAP) • Understanding Emotional Intelligence Webinar by Health Advocate

SOCIAL • Adtalem Caring Fund • Empower Scholarship Fund • Paid Time Off (PTO) (for regular, non-exempt colleagues) • Flexible Time Off (FTO) (for regular, exempt colleagues) • Summer Hours

• Tuition Advantage Discount Program • Tuition Reimbursement through EdAssist

Adtalem already does so many things to contribute to a care for self culture. I think it’s important to recognize that these things are available to us so that we might better care for ourselves, and in turn be ready to care for others.

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YOUR BASKET - YOUR CAPACITY TO GIVE • Our ability to live our values, stand in our strengths and give freely to others can be represented well by a fruit basket.

We cannot serve/contribute well when our bucket is empty.

We need to replenish our buckets daily.

When we all come to work with full buckets and share with each other, our culture is beautiful, diverse and full of care.

Think of our contribution to our culture as a basket full of fruit. First and foremost, it is important that we come to work with a full basket. What do we do with the fruit? We give it to others, in the form of positive contributions in meetings, helping someone finish a task, lifting an emotionally weary student, taking on additional workload to help the team, and so on. A full basket represents you showing up having focused on some self care, ready to be the very best version of yourself for your students and colleagues. But, it is important to remember that we need to make self care a priority each day so that we can be contributors, not detractors, from our culture.

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CARE FOR SELF ACTIVITIES Read and Discuss: Resiliency Rising: Dr. Robyne Hanley Dafoe (or other relevant work) – perhaps by section and have a group discussion on what each person learned Explore and Use LiveWell Benefits: Encourage colleagues to take advantage LiveWell offerings from Adtalem. Active and Fit, meditation apps, mental health coaching, etc Lead by Example: As a leader, model and discuss mindfulness, self-care activities for your team. Include references to these ideas in your broader communications Facilitate Conversation About Keeping Your Bucket Full: Conduct a “replenishing your bucket” activity with your team and debrief Make Self-Care a Topic of Conversation: Consider utilizing meeting ice-breakers to do a round robin on what did you do this week to “care for self ” Inquire and Offer Support: As a general conversation point, ask colleagues how they are doing and how they are caring for themselves and what else they might need to be at their best.

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REPLENISHING YOUR BASKET ACTIVITY From this list of actions, choose 1 - 2 that you practice in order to replenish your basket each day:​

To help us get in the mindset of self care, we have a brief activity that we would like you to take part in. Filling our baskets is something we should do daily. You can see here a list of things that can potentially be an important part of self care. We are going to take a poll and would like you to choose 1-2 things that you do each day in an effort to provide self care. Then let’s see how this stacks up in the group as a whole.

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CARE for Colleagues

An important part of a culture of care is our care for each other. Looking out for your colleagues and treating them with respect is vital to the success of our culture. ​

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ASSUMING POSITIVE INTENT There are many ways to care for colleagues, but one we talk about often is assuming positive intent.

• To assume positive intent means to choose to believe the best of people and trust that they have good intentions.​ • When you assume positive intent, it gives your colleagues a sense of psychological safety, which creates a healthier and more productive work culture. If you lead with negative intent or assume a colleague means to do harm, you contribute to a culture in which colleagues are more apt to blame each other or their managers for issues and challenges.​ • Assuming positive intent isn’t about playing Pollyanna or seeing the world through rosecolored glasses. It’s not about rolling over, being weak or not acting when necessary. Instead, it’s a deliberate mindset shift rooted in the understanding that we can’t read the hearts of others and, as a result, must learn about their motivation rather than assign it. It’s the discipline of withholding judgment, until there’s something concrete to judge.

There are so many ways we can care for our colleagues, but for the sake of time, we are going to focus on one particular behavior today. Assuming positive intent means that we choose to look for the best in others and trust that they have good intentions. In a culture that assumes positive intent, we give permission to each other to feel safe as we collaborate, communicate and go about our tasks each day. It also minimizes blaming and pointing fingers at each other, which is harmful to our culture. We aren’t asking you to look through rose-colored glasses and ignore things that need to be addressed. This is not about being weak and not standing up for yourself. Instead, this is about a deliberate mindset rooted in understanding that we cannot read the minds and hearts of others so we must be careful not to misjudge and make sure that our responses our based on facts, not fears or misconceptions.

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ASSUME POSITIVE INTENT ROLE PLAY ROLE PLAY: Conduct a role play where you need to assume positive intent. Follow the directions as outlined below. You can use the following questions, which you would share with the colleague asking the questions only. That colleague would ask both questions.

OPTION 1: • Hey Tomás, you haven’t been very involved in discussions lately, and you haven’t turned your video on in a couple of weeks. I expect team members to actively engage during meetings, not multitask. Make sure you are focusing on the meetings and contributing to the conversation.

OPTION 2: • Hey Tomás, I’ve noticed you haven’t been using your video or engaging in conversations during meetings recently. I miss seeing your face and hearing your insights. I’m sure there are plenty of things going on at work and at home. Is there anything I can do to help you feel more comfortable jumping in on discussions?

QUESTIONS TO A COLLEAGUE ACTIVITY​ 1. Pair up with a colleague at your table.​ 2. One colleague picks up the envelope and reads the questions to themselves. ​ Then, repeat the first question to the colleague, who simply listens. ​ 3. Then ask the second question to the colleague. ​ Afterwards, have the colleague share back how they felt after hearing both questions.​ 4. Debrief with the larger group.

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CARE FOR COLLEAGUES IDEAS AND ACTIVITIES Caring for colleagues is about building the right culture. Here are specific things you can do to improve your team culture.

Set Clear Departmental Goals • Outline the objectives of each team so employees have tangible results to work toward. Not only will this help guide individual performance, but it will encourage collaboration between team members. Make sure there is room for feedback to adjust quotas and KPIs when needed.

Promote and Support the Organization’s Goals • In addition to setting departmental goals, make sure every employee is clear on the organization’s long-term objectives. This will help individuals cultivate a sense of professional purpose. Having a source of motivation beyond quarterly goals will demonstrate the value each role has toward achieving the company’s mission.

• As a leader, you are called to support organization goals – even if you don’t understand them or like them. Your responsibility is to seek to understand the goals and what is changing and then to fully support the goals/changes in front of your team.

• Successful leaders energize their colleagues around organization goals versus exclusively aligning their colleagues to themselves at the expense of the organization.

Promote Diversity and Inclusivity • Create a positive, inclusive work culture by welcoming individuals from all backgrounds and celebrating their differences. Encourage employees to share their pronouns with the rest of the team to promote inclusive language and consider establishing a committee to contribute to diversity initiatives. Work with the HR department to make diversity a part of your recruitment strategy and ensure diversity and inclusion continue to be foundational elements as your organization grows.

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Allow for Lightheartedness • Work has its stressful moments and being able to make a difficult situation more lighthearted is an invaluable skill. Of course, the ultimate goal should be to resolve the problem, but a fresh perspective and positive outlook is more productive than the alternative. As Dale Carnegie, an American writer and lecturer, said, “People rarely succeed unless they are having fun in what they are doing.” If you can afford to find the bright side and let your team know that you have their back, they’ll return the favor by working even harder.

Prioritize Respect • Every individual should feel valued and heard, regardless of their status within the company. Entry level colleagues offer a much greater advantage than being delegates for busy work, and new employees bring a fresh perspective. You never know where the next big idea will come from, so let every employee have a seat at the table and feel empowered to share their thoughts. (See “6 Thinking Hats” exercise) Accept and Utilize Your Employee’s Feedback • In fact, try to change your perspective on feedback. Rather than considering it to be indicative of something you’re doing wrong, think of it as the opposite – your employees care so much about the organization and its success that they are trying to help make it better. They’re choosing to bring their pain points to your attention and it gives you the opportunity to fix them instead of the employee stewing over them and eventually leaving the company out of frustration.

• Effective leaders create open forums where all feedback – positive and negative – are welcomed and embraced.

Be Flexible • Life happens and things will get in the way. Employees shouldn’t fear repercussions for taking time to manage other emergencies or responsibilities outside of work.

For example, if an employee is struggling to balance work with their family life, try to figure out a compromise that allows them to be productive at work without sacrificing their personal life. You’ll earn the respect of your employees rather than the reputation of being unaccommodating and unapproachable. Not only that, but flexible schedules can help you attract elite candidates; nearly 50 percent of job seekers said “flexibility and autonomy” are what they want most from an employer.

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Be Transparent • Engaged employees invest their full selves into the success of the company, and they deserve your leadership team’s trust. Promote transparency and open communication between department heads, management and team members. Doing so will create a positive work culture where employees feel heard and valued. Consider implementing a recurring internal newsletter to share critical information with the team, and hold a monthly town hall meeting to make company-wide announcements that require more context.

Plan Social Outings • Humans are social beings that crave interaction. Create an opportunity to get to know each other at work and outside of work to foster meaningful relationships between employees. You can keep it simple by having a hybrid Friday happy hour in the office while simultaneously offering remote workers an online presence at the party. Think about the types of events your team would most enjoy when coming up with new work culture ideas. https://builtin.com/company-culture/positive-work-culture Manage the first 3 minutes: • Life moves fast. Decisions need to be made. Information needs to be shared. Action needs to happen. But, can you take three minutes? The first three minutes are essential.

The tone is set. First impressions are formed. Work on being open and approachable.

Take in information during the beginning of a conversation. This means putting others at ease so that they feel OK about disclosing. It means initiating rapport, listening, sharing, understanding and comforting. Approachable people get more information, know more things earlier and can get others to do more things. The more you can get them to initiate and say early in a conversation, the more you’ll know about where they are coming from and can tailor your approach. (Korn Ferry. FYI For Your Improvement 2022).

Helping your colleagues create a sense of purpose. Inquire about peak experiences.

• An effective way to uncover or revive a sense of purpose in a group or organization is through a process developed by David Cooperrider called “Appreciative Inquiry.”

It involves asking about the best of what already exists and find ways to build upon 46

that. Through surveys or dialogue, ask people to (1) Reflect on times that stand out as being a high point in their work with the organization or team – when they felt the most alive, effective, or really proud of their involvement. (2) Identify three things they appreciate about the organization/team that they’d like to maintain going forward. (3) Describe what they want the organization/team to look like in the future. Then gather the varied responses and cluster them around key themes.

Identify the core values and shared sense of purpose. Talk about how to leverage, communicate and reinforce these throughout the organization/team. (Korn Ferry.

FYI For Your Improvement 2022).

Living the Chamberlain Care® Behaviors: • With your team, review the Chamberlain Care® Behaviors and definitions and TEACH values. Brainstorm how the team can utilize these tenets to improve service to one another. Select a pain point or two and dig deep into what can be done differently to improve the relationship and the performance. Ensure the team members commit to that behavior going forward.

Address Pain Points: • Jointly, with a team that you struggle with, get the teams together and process map the interaction identifying areas of success and areas to improve and agree to a plan forward including rules of engagement (that reflect the 3 Care behaviors or TEACH values) Recognize and Celebrate: • Identify ways to celebrate within the department those who Care for Colleagues (Adtalem Excellence Awards, Celebrate Great, Care in Action Awards, Teaching Awards, etc.) In addition, ask your team members how they prefer to be recognized.

Some people love public recognition, while others shy away from the spotlight.

• Use the 5 Languages of Appreciation example sheet and have colleagues share with one another ways they like to be appreciated. Have them rank from 1 to 6 their top 6 ways they like to be appreciated. There are many more ways they can use that are not on the example sheet. The 5th language, physical touch, is not used in this exercise.

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Utilize the Languages of Appreciation at Work • Words of Affirmation Examples • Write me an email and acknowledge when I have done a good job • Acknowledge my effort on a project in the presence of my teammates • Tell me “thank you” or give me a specific compliment • Send me a text message after I have completed a task well • Let me know when others have commented positively on my work • Quality Time Examples • Go to lunch together and do not talk about business issues • Invite me to go to lunch with a group of colleagues • Stop by, sit down in my office, and check in with me • Have a weekly “check-in” meeting to see how things are going • Debrief a recently cancelled project with me • Acts of Service Examples • Provide extra support staff time to help me get “caught up” • Help me get my computer to work more effectively • Provide me with help for menial tasks • When working on a time-sensitive project, protect my time from additional requests • Tangible Gifts Examples (Approval from Legal/Compliance required for Title IV colleague roles) • Movie tickets • Gift certificate to a bookstore, outdoor store, sporting store • Allow me to come in and leave early on a specific day • Provide a special lunch to celebrate a team accomplishment • Register or invite me to a conference or an event

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Skip-Level Meetings: • Employ regular skip-level meeting with your direct reports to check in and see how they are doing overall and what they need from you, their manager or the organization Coffee Talks: • Schedule regular “coffee talks” with a random group of colleagues on your extended team. Spend an hour getting to know them and checking in on how they are doing, what they need, what ideas and suggestions they have Coffee Breaks: • Schedule regular “coffee breaks” with a randomly selected staff member. 30 minutes once every other week Connecting to the Big Picture: • Engage colleagues by sharing the big picture of Chamberlain and your department or campus – which will nurture commitment to purpose and direction. Help them see their role in the larger scheme of things that they are a critical component of not just laying bricks but building something beautiful – like a Cathedral. Identify where they fit in and how critical their role is in delivering a positive student experience.

Ideas for Leaders • CP/Leader meets with new colleagues about a week after they start for a 1x1 meeting to explain Chamberlain Care, the culture and history of the campus/department. New colleagues can be given a copy of the original Culture of Care book.

• Acknowledge colleague birthdays – send an email or an e-card • Acknowledge work anniversaries • Celebrate positive events such as NCLEX

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Improve Decision Making and Drive Innovation: • The Six Thinking Hat exercise can be used to make decisions, resolve conflicts, innovate, challenge assumptions and implement change initiatives.

BLUE HAT - THE CONDUCTOR The blue hat focuses on translating the thinking of all the other hats into actionable steps. In his book, Dr. de Bono likens the blue hat to a conductor as “conductors get the best out of the orchestra by seeing that what should be done is done at the right time.”

WHITE HAT - THE VOICE OF REASON The white hat is objective and logical. It remains neutral by focusing on facts, data, and information that can be proven, not on offering ideas or opinions of its own.

RED HAT - THE INSTINCTS The red hat leans into their emotions, feelings, instincts, and gut feeling. As Dr. de Bono points out, “Using the red hat gives you an opportunity to express these things without any need to explain or to justify them.”

YELLOW HAT - THE OPTIMIST The yellow hat leans into the desire to “make things happen,” says Dr. de Bono. They are focused on being optimistic and finding value in the problem/decision/task at hand.

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BLACK HAT - THE DEVIL’S ADVOCATE The black hat is the one that points out all the reasons why something won’t work. They are focused on foreseeing possible dangers, risks, consequences, difficulties, and roadblocks.

GREEN HAT - THE CREATIVE THINKER The green hat asks, “What’s possible?” They are focused on finding creative, out-of-the-box solutions and alternatives.

To help you conduct your own Six Thinking Hats exercise, identify and frame the problem at hand or decision to be made and follow these steps: • Establish the order you will tackle the hats in • Allow time to prepare thoughts and notes • Set a time limit for each hat • Explain the purpose of the exercise (blue hat) • Open the floor for discussion and take notes • Discuss each hat one-by-one • Return to the blue hat to conclude • Revisit the red hat, if needed • Send a copy to all participants

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CARE for Students All of the things we have discussed up to this point are so important because if we are not doing those things, then our care for students can suffer. Caring for students and providing them the best possible experience has always been at the heart of who we are.

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CARE FOR STUDENTS • When we care for ourselves and our colleagues, it is only natural that we will be able to effectively care for our students with high impact.

• The concept of caring for students is about being “student-centric” and ensuring that both the “what” we do and the “how” we do it are centered on a service mindset as we assist students through every stage of their educational journey with Chamberlain.

• At Chamberlain, we have a service mindset and understand the call to serve, we support one another and our students each day, anticipating needs, seeking to over-deliver.

• Service is prioritizing the other so that other becomes part of me. Service therefore is not a one-way activity but ultimately transformational in a way that both people are served.

• As a Chamberlain leader, you have a profound ability to keep this “student centricity” both front and center in all we do.

INSPIRATIONAL VIDEOBE A MR. JENSENMUST WATCH! “When we help team members, students, and co-workers to become more of who they already are – academic success soars, persistence improves, enrollments increase, and your people win...Be a Mr. Jensen!”

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IMPACTFUL POSITIVE EXPERIENCES ​

• What were your thoughts about the video? ​ • Do we have the ability to change the lives of our students?​ • When has someone impacted your life in ​ • a powerful way like this?

I want you to take a moment and share your thoughts in the chat related to this video and if you feel so inclined, maybe even share something personal that has happened in your life that came about because of someone like a Mr. Jensen. Or maybe it was something impactful you have seen occur related to one of our students. If we choose to look at others beyond the surface and really try to understand their motivations and challenges, we can see them through a different lens and like Mr. Jensen, be the catalyst for positive change in their lives.​

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CARE FOR STUDENTS ACTIVITIES Ideas for Leaders • Send a personal message to students who earned Latin Honors at graduation • Send a message, based on a session grade report, to students who earned A or B+ grades • Display positive messages on monitors around campus including a picture of graduates who has passed NCLEX • Play music in the front lobby as students enter the campus to create an upbeat feeling as they come in • Pull a report from Power BI that identifies student birthdays and send out a personal message to a student on their birthday • Attend NR103 final presentations where students present their inspiration for attending nursing school • Debrief with NR452 students to encourage them on their final CCN journey Be a “Mr. Jenson” Moments • Watch the Mr. Jenson video with your team.

• Brainstorm on Mr. Jenson moments that your team members have experienced in their lives.

• Brainstorm on opportunities each team member has to “Be a Mr. Jenson” in someone else’s life.

• Each person makes a commitment on something they will do to provide the same experience to students that Mr. Jenson brought to the young boy.

• Document your idea and post it in your workplace.

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Care in Action Wall (Can be virtual) • Create a wall on the campus where students can document how they received “care” from faculty and other Chamberlain colleagues.

• Develop a campaign around the “care in action wall.”

• At the start of each town hall or department meeting, sharing relevant student feedback as a grounding for the importance of how we do what we do.

Address Pain Points • With a group of students that may be struggling, get together and identify things that are working well and areas of opportunity. Brainstorm ideas with them that could help them overcome the obstacles they are facing. Take this back to the academic team and put some plan ideas into action.

Coffee Talks • Schedule regular “coffee talks” with some students at your campus. Spend an hour getting to know them and checking in on how they are doing, what they need, what ideas and suggestions they have.

Share Your Ideas • Share any ideas you are implementing in Activating Chamberlain Care Team. This is a place for leaders to interact virtually, share best practices, and more.

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CARE for All (Inclusive of Care for Patients, Clients and Partners)

All of the things we have discussed up to this point are so important because if we are not doing those things, then our care for students can suffer. Caring for students and providing them the best possible experience has always been at the heart of who we are.

(More information to come in mid 2024)

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CARE FOR ALL Care for All begins with:​ • Expanding academic ​ program offerings​ • Transforming access to equitable education​ • Advancing educational justice The Ultimate Goal:​ • A U.S. healthcare workforce demographically aligned with the U.S. population​ • Health Equity in the U.S.

Chamberlain Care starts with care for self. As they tell us on airplanes, “Put the oxygen mask on yourself before assisting others.” It’s the same principle. If we neglect self-care, how can we possibly have the energy or capacity to care for our families, neighbors, colleagues, students, communities – How can we care for all. Care is who we are.

It’s how we work. It informs the present and shapes our future; It transforms lives​ -Through Chamberlain Care®, we are committed to a seamless process for our students, supporting them as they enroll in degree programs to advance their careers, coming alongside them to foster success in achieving their educational goals, and emboldening them to be change agents in the healthcare system of the future. ​ -By being a part of the Adtalem family of institutions, we are a Category of One – five universities focused on equitable access and excellence in student outcomes. Together, we are a leading provider of healthcare education.

We partner with organizations to proactively address their current and workforce needs. We empower our partners to support the career development needs of their workforce, giving them with access to state-of-the art teachinglearning curricula, certificate programs and continuing education offerings to advance a diverse workforce ready to work toward health equity in the US and around the world.

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REWARD & RECOGNITION Rewarding and recognizing colleagues is a great way to help colleagues feel noticed and appreciated for their accomplishments when they go above and beyond – which improves engagement and retention. Adtalem and Chamberlain have a culture of appreciation through both formal and informal recognition and reward approaches as outlined below. Leaders should take active involvement in these programs.

Current Adtalem Award Program Guidelines and Criteria Adtalem Excellence Awards The Adtalem Excellence Award is intended to recognize an individual who goes above and beyond in support of their team and makes a significant and positive impact while modeling the TEACH Values.

Examples include: • Implementing a process, service or technological improvement that creates efficiencies, improves service, reduces costs or improves quality.

• Leading a team to a successful outcome on a project of importance.

• Taking on assignments outside the scope of their role and doing both their job and the special assignment at a high-performance level.

• Consistently recognized by others, for outstanding performance and displaying our TEACH values.

• Jumping in during an emergency or crisis to support the organization, its communities or customers and having a significant positive impact.

• Builds substantive relationships between the organization and the communities in which we operate through significant volunteer activities that make an impact in the community.

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Feature

Uncovered Colleagues

Covered Colleagues

Eligibility

Regular colleagues (FT or PT)

Service with ATGE

Minimum one year of service

Minimum Performance Rating

Coming Up to Speed

Fully Effective

Award Levels

Levels 1 thru 4 ($500 USD to $2000 USD)

Business Approvals

Nominee’s immediate manager, one-up manager, salary pool manager

Compliance Approvals

N/A

Nomination will be sent by Shared Services to Compliance for review and approval SLA – Approximately 5 business days

Supporting Documentation

N/A

One piece of documentation must be uploaded within the nomination form

N/A

Managers to review Covered Compliance Guide embedded in the nomination form

Required Training

Budget

Each designated SPM to receive their own budget at start of FY

Governance

Managed by institutional/functional leadership / Total Rewards oversight to ensure adherence to eligibility

Award Communication

Determined at the business/institution level Periodic ATGE communications via Commons or Newsletter

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Celebrate Great Awards Recognition is an integral part of our organizational growth. It helps colleagues remain engaged with our company values and provides insight into how our individual contributions impact Adtalems’ success, motivating our colleagues to continue the great work.

Located in Commons, Celebrate Great will provide colleagues with…

• A platform to recognize the hard work and transformative efforts of their peers • The ability to recognize colleagues across the enterprise, in addition to their institution • Enhanced recognition efforts through the use to digital badges • The opportunity to receive recognition awards distributed throughout the year • We hope you are as excited as we are about Celebrate Great and are eager to take advantage of the opportunities to recognize the hard work of your colleagues! For detailed instructions on how to award badges, please click here to view the instructional guide. If you have any questions, please submit a case through askHR Now. Informal Recognition Leaders are encouraged to find day to day, informal opportunities to recognize the achievements and success of colleagues. This might include a handwritten note on a Chamberlain note card, a simple, unexpected phone call, a quick text, verbal acknowledgement in front of others at a town all or a department meeting or taking the colleague out to lunch.

There are a myriad of informal opportunities to recognize and thank colleagues, leaders are expected to look for these opportunities and capitalize on them! Check out the 5 Languages of Appreciation in the previous section.

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NEW CHAMBERLAIN AWARD PROGRAMS AND CRITERIA AWARD CATEGORIES Chamberlain President Teaching Award Chamberlain Provost Teaching Award Chamberlain “Care In Action” Award

TIMELINE AND DEADLINES Nomination Process Timeline (Manual Process for Q3 FY24 Awards) Last Day of the Quarter* Managers submit nominations via the Commons (Adtalem Excellence Portal) Quarter End + approximately 2 weeks Committee reviews nominations and selects winners Quarter End + approximately 4-6 weeks Winners receive acknowledgement at subsequent town hall Quarter End + approximately 6 weeks Award and certificate mailed to leader of winner for distribution HR Processes Bonus Award** All nominees not selected receive a letter of appreciation (email or handwritten note) by a member of senior leadership *September 30, December 31, March 31, June 30 **Financial awards for covered colleagues must be reviewed and approved by legal/regulatory to maintain compliance with Title IV 63

ELIGIBILTY Documentation required by the Awards Steering Committee for the President, Provost and Care in Action Awards below:

Award

# Available

Award

Nominators

Eligible Nominees

Campus Presidents

Regular full-time faculty

DAAs President Teaching Award

$1,000 bonus 4 per year

Trophy Lapel pin

ADOFs Online Deans Associate Provosts Provost Other senior leadership Campus Presidents DAAs

Provost Teaching Award

Care in Action Quarterly Awards

$1,000 bonus 4 per year

Trophy Lapel pin

6 per year

$1,000 bonus Trophy

ADOFs Online Deans Associate Provosts

1 year of service at time of nomination 5 or more full-time equivalent years teaching in the discipline (includes experience prior to employment at Chamberlain) Most recent performance rating “fully effective” or “exceeds” Not a previous recipient of this award Regular full-time faculty 1 year of service at time of nomination 2-4 full-time equivalent years teaching in the discipline (includes experience prior to employment at Chamberlain)

Provost

Most recent performance rating “fully effective” or “exceeds”

Other senior leadership

Not a previous recipient of this award

Any Chamberlain leader of people can make a nomination

No service requirement All full time and temporary part-time colleagues

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NOMINATION PROCESS A nomination form and written summary of accomplishments is required for the President Award, Provost Award and Care in Action Award.

• Nomination submissions should be as specific as possible. Include examples, data and any other relevant information based on descriptions shown below that will help the Awards Steering Committee in its evaluation.

Nominations should be submitted to via the Commons by the last date of the quarter for consideration the following quarter. Any award nominations that are received after that date will not be considered for that quarter or the subsequent quarters.

The Awards Steering Committee will provide final approval and selection of recipients for each award every quarter.

Coaching Resource Center (CRC), Legal/Regulatory and President’s Council will review and approve recommendations from the Steering Committee.

The manager of the colleague who receives the award will be notified in advance of the quarterly town hall meeting and ensure that their colleague is attending.

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GUIDELINES FOR WRITING NOMINATIONS PRESIDENT AWARD Purpose: Outstanding teaching is essential for creating an academic culture in which students thrive and for cultivating extraordinary graduates. This award recognizes and honors experienced faculty who have advanced Chamberlain’s mission, vision and purpose through their excellence in teaching.

Eligibility: • Regular full-time faculty with at least 1 year of service at the time of nomination • 5 or more full-time equivalent years teaching in the discipline (includes experience prior to employment at Chamberlain) • Most recent performance rating “fully effective” or “exceeds” • Not a previous recipient of this award Frequency: • 4 per year: 2 awards for prelicensure/undergraduate faculty and 2 awards for post-licensure/graduate faculty Minimum Criteria: • Master Instruction Designation – Level II • Master Instruction Index – 90 • Instructor Satisfaction – 3.8 • Caring Instructor – 3.8 • Peer/Other Observation – Demonstrated Strength • Excellence in Teaching – Demonstrates Leadership or Innovation

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PROVOST AWARD Purpose: Outstanding teaching is essential for creating an academic culture in which students thrive and for cultivating extraordinary graduates. This award recognizes and honors early-career faculty who have advanced Chamberlain’s mission, vision and purpose through their excellence in teaching.

Eligibility: • Regular full-time faculty with at least 1 year of service at the time of nomination • 2 to 4 full-time equivalent years teaching in the discipline (includes experience prior to employment at Chamberlain) • Most recent performance rating “fully effective” or “exceeds” • Not a previous recipient of this award Frequency: • 4 per year: 2 awards for prelicensure/undergraduate faculty and 2 awards for post-licensure/graduate faculty Minimum Criteria: • Master Instruction Designation – Level I • Master Instruction Index – 85 • Instructor Satisfaction – 3.65 • Caring Instructor – 3.65 • Peer/Other Observation – Continued Improvement • Excellence in Teaching – Demonstrates an Exemplar

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CARE IN ACTION AWARD Purpose: Chamberlain Care® means that we will treat each other the way we want to be treated – in every interaction. To deliver a worldclass student experience and superior academic outcomes in a caring and supportive environment, we believe that specific behaviors are imperative and we will reward and recognize these behaviors on a regular basis so we can successfully bring Chamberlain Care® to life.

Eligibility: • Chamberlain University colleague • No service requirement • All full time and temporary part-time colleagues • Performance rating, if available, must be Exceeds, Fully Effective or Coming Up to Speed Frequency: • 6 per year Minimum Criteria: The following behaviors support Chamberlain Care® . These behaviors must be exemplified and are the foundation of the written nomination provided by the leader.

Service

Communication

Relating to Others

• Valued partner on the student journey

• Open and honest

• Warm and welcoming of others

• Proactive and anticipates the needs of students and fellow colleagues

• Engaged

• Seeks and over-delivers service to students and colleagues • Surprises and delights fellow colleagues and students

• Transparent • Sharing • Accepting

• Courteous and respectful • Uses positive dialogue • Supportive nature • Collaborative approach • Diversity and an inclusive and open mindset are top of mind 68

GOVERNANCE FOR REWARD AND RECOGNITION PROGRAMS An Awards Steering Committee will be established and will be responsible for managing the award programs. This includes the following responsibilities: • Overview of award program design • Monitoring performance of award program efforts • Review and approval of awards given on a quarterly basis • Ensuring regulatory and legal review of program and individual awards • Continuous improvement of award program construct • Recordkeeping Award Steering Committee Members: • Chairperson: Dr. Jan Snow • Members from diverse functions/teams across Chamberlain

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ADDITIONAL REINFORCEMENT ACTIVITIES Performance Management Introduction: An easy and high impact way to embed Chamberlain Care® behaviors into the Chamberlain culture is through performance management. We typically think of performance management as “what” you do and “how” you do it. Chamberlain Care® behaviors reflect, among other important behaviors, the “how.” Below are some simple ideas for how to incorporate Chamberlain Care® behaviors into the various components of performance management so that you can reinforce them throughout the year.

Ongoing Coaching • Seek opportunities to observe Chamberlain Care® behaviors as you observe performance.

• Take the in-the-moment opportunity to share your appreciation for on-track behaviors and provide feedback when Chamberlain Care® behaviors were not exhibited but could have been.

• Utilize the various reward and recognition tools to show your appreciation.

• The Chamberlain Care® behaviors provide a nice framework and language for how to express what you would like to see more of. Be sure to share specific examples so the colleague understands what was missing.

Quarterly Check-Ins • Add a specific agenda item to each quarterly check-in to discuss Chamberlain Care® behaviors.

• Ask the colleague to come to the discussion prepared to discuss how and where they have exhibited Chamberlain Care® behaviors.

• Use various reward and recognition tools to show your appreciation, in addition to verbal praise.

• Ask the colleague to identify missed opportunities for exhibiting Chamberlain Care® behaviors and spend some time looking forward to future opportunities to incorporate Chamberlain Care® into daily work.

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Goal Setting • Consider setting aside a specific goal for colleagues that sets the expectation for intentionally amplifying and re-enforcing Chamberlain Care® behaviors on the job, with the team or department or throughout all of Chamberlain.

Team Meetings • See previous examples of how to embed the concept of Chamberlain Care® into team meetings.

ADDITIONAL RESOURCES • Activating Chamberlain Care Team (Microsoft Teams group) • Chamberlain Care Reimagined FAQ • LiveWell Benefits Guide

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