Rush University Medical Center, located at 1653 West Congress Parkway in Chicago, IL, is a leading academic medical center committed to providing exceptional patient care, innovative research, and community partnerships. As a not-for-profit healthcare, education, and research enterprise, Rush is dedicated to improving the health of individuals and diverse communities. With a 664-bed hospital and over 9,300 employees and faculty, Rush offers a wide range of medical and surgical specialties, including nationally ranked programs in neurology, orthopedics, and geriatrics. Recognized by U.S. News & World Report as one of the top hospitals in the nation and in Illinois, Rush is focused on delivering quality, safety, and patient-centered care.
| Hospital Name | Rush University Medical Center |
|---|---|
| Facility ID | 140119 |
| Address | 1653 WEST CONGRESS PARKWAY |
|---|---|
| City/Town | Chicago |
| State | IL |
| ZIP Code | 60612 |
| County/Parish | COOK |
| Health System | Rush University System for Health |
|---|---|
| Health System Website Domain | rush.edu |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 659 |
| Health System Hospital Locations | Illinois |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Rush University System for Health |
| Emergency Services | Yes |
Omar Lateef, DO, is the President and CEO of Rush University Medical Center and also serves as the system-wide President and CEO of Rush University System for Health. [2, 8, 9, 23] He is a pulmonary and critical care medicine specialist who completed his fellowship at Rush University Medical Center. [16, 21] Prior to his CEO roles, he served as chief medical officer for the Medical Center. [16, 21, 24] Under his leadership, the Medical Center received recognition for its response to the COVID-19 pandemic. [16, 23] He is also a professor of pulmonary and critical care medicine and has published on scientific and ethical issues in critical care medicine. [24]
Robert S.D. Higgins, MD, MSHA, serves as President and Chief Academic Officer at Rush University and Chief Clinical and Academic Officer and Senior Vice President for Rush University System for Health. [2, 27] He began these roles in April 2024. [27] He is a leader in heart and lung transplantation, minimally invasive cardiac surgery, and mechanical circulatory support. [27] He previously served as the Mary and John Bent Professor and chair of the Department of Cardiovascular-Thoracic Surgery at Rush from 2003 to 2010. [9, 27, 30] He earned his medical degree from Yale School of Medicine and a master's degree in health services administration from Virginia Commonwealth University. [12, 27]
David A. Ansell, MD, MPH, is the Senior Vice President for Community Health Equity at Rush University Medical Center and Associate Provost for Community Affairs at Rush University. [2, 3] He leads Rush's strategy to be a catalyst for community health and economic vitality on Chicago's West Side. [3] He was the Medical Center's first chief medical officer from 2005 to 2014. [3, 15, 29] He is a physician, social epidemiologist, and author, known for his work on health inequality. [3, 15, 29]
NA
Paul E. Casey, MD, MBA, FACEP, is the Senior Vice President and Chief Medical Officer at Rush University Medical Center. [2, 4, 19, 39] He is an emergency medicine physician and a professor in the Department of Emergency Medicine. [4] He is responsible for the design, implementation, and oversight of clinical quality, patient safety, and performance improvement initiatives. [4] He was instrumental in leading Rush's COVID-19 response strategy. [4, 19] He has held various roles at Rush, including associate chief medical officer and senior patient safety officer. [4]
Courtney Kammer, MHA, has served as Rush University Medical Center's Chief Human Resources Officer since January 2020. [26] She provides leadership for strategic and operational human resources processes. [26] She has been at Rush since 2006, focusing on faculty recruitment, onboarding, and retention programs. [13, 26] She played a crucial part in Rush's COVID-19 response. [26] She completed the Executive Master's of Healthcare Administration program at the University of Minnesota. [13, 26]
Patricia Steeves O'Neil, MAE, is the Senior Vice President and Chief Financial Officer at Rush University System for Health and Rush University Medical Center. [2, 7, 25, 32] She provides strategic vision and management for the fiscal direction. [7, 31] She has over 30 years of health care financial management experience, including more than 20 years as Rush University Medical Center's treasurer. [7, 31] She became CFO in May 2021 after serving as acting CFO. [7, 25] She was instrumental in implementing a cash preservation strategy and securing liquidity during the pandemic. [7, 25, 31]
Kate H. Jones is the Senior Vice President and Chief Strategy Officer for Rush University System for Health. [5] She joined Rush in February 2020 as the vice president of strategic planning. [5] She has expertise in operational efficiencies, financial performance, and strategic growth. [5] She previously held leadership roles at Navigant Consulting, University of Chicago Medicine, and Barnes-Jewish Hospital. [5]
Jonathan Myers, MD, is the President of the Medical Staff at Rush University Medical Center. [6] He is a general surgeon at Rush with over 25 years of experience. [6] He graduated from Rush Medical College in 1999 and is affiliated with Rush University Medical Center. [6]
Michael Chen, MD, is the Secretary of the Medical Staff at Rush University Medical Center. [6] He is a Professor of Neurology, Neurosurgery, and Radiology at Rush. [10, 20] He has been in practice at Rush for over 16 years. [10] His practice focuses on minimally invasive treatments of brain and spinal cord vascular disease. [10, 20, 36]
NA
Vijaya Reddy, MD, MBA, is the Immediate Past President of the Medical Staff at Rush University Medical Center. [6] She is a dermatopathologist at Rush with over 40 years of experience. [8] She is also the associate chairperson of the Department of Pathology at Rush. [17]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | Yes |
| Licensed Beds | 53 |
|---|
| FTE Employees on Payroll | 8936.3 |
|---|---|
| FTE Interns & Residents | 634.2 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 40128 |
| Inpatient Days (Title XIX) | 11520 |
| Total Inpatient Days | 161010 |
| Bed Count | 598 |
| Available Bed Days | 214973 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 6947 |
| Discharges (Title XIX) | 1915 |
| Total Discharges | 26767 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 31034 |
| Inpatient Days (Title XIX; Adults & Peds) | 7716 |
| Total Inpatient Days (Adults & Peds) | 107701 |
| Bed Count (Adults & Peds) | 408 |
| Available Bed Days (Adults & Peds) | 145720 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 6947 |
| Discharges (Title XIX; Adults & Peds) | 1915 |
| Total Discharges (Adults & Peds) | 26767 |
| Care Quality Stengths | High overall patient satisfaction. Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 78% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | Better Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better Than National Average |
| Mortality Group – Death Rate for Stroke Patients | Better Than National Average |
| Mortality Group – Pressure Ulcer Rate | Better Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | Better Than National Average |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | Better Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | Better Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 342 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 18.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 22 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.4 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.8 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.1 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.3 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.2 |
| Readmission Score Rate of Readmission for CABG | 10.7 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 16.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Better Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Worse than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.576 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.286 |
| SSI SIR (Standardized Infection Ratio) | 0.508 |
| CDI SIR (Standardized Infection Ratio) | 0.531 |
| MRSA SIR (Standardized Infection Ratio) | 1.206 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $14,263 |
|---|---|
| Bad Debt Expense | $24,290 |
| Uncompensated Care Cost | $21,512 |
| Total Uncompensated Care | $44,841 |
| Total Salaries | $1,115,676 |
|---|---|
| Overhead Expenses (Non-Salary) | $1,656,869 |
| Depreciation Expense | $41,336 |
| Total Operating Costs | $1,339,963 |
| Inpatient Charges | $2,029,736 |
|---|---|
| Outpatient Charges | $2,802,354 |
| Total Patient Charges | $4,832,089 |
| Core Wage Costs | $120,906 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $978,289 |
| Contract Labor (Patient Care) | $13,925 |
| Wage Costs (Part A Teaching) | $64 |
| Wage Costs (Interns & Residents) | $18,637 |
| Cash & Bank Balances | $352,280 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $662,388 |
| Allowance for Doubtful Accounts | $-352,902 |
| Inventory | $47,851 |
| Prepaid Expenses | $33,234 |
| Other Current Assets | $21,200 |
| Total Current Assets | $663,659 |
| Land Value | $51,032 |
|---|---|
| Land Improvements Value | $7,655 |
| Building Value | $2,060,289 |
| Leasehold Improvements | $92,713 |
| Fixed Equipment Value | |
| Major Movable Equipment | $791,840 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $1,386,829 |
| Long-Term Investments | $1,616,300 |
|---|---|
| Other Assets | $228,061 |
| Total Other Assets | $1,844,361 |
| Total Assets | $3,894,849 |
| Accounts Payable | $58,503 |
|---|---|
| Salaries & Wages Payable | $199,693 |
| Payroll Taxes Payable | |
| Short-Term Debt | $9,220 |
| Deferred Revenue | |
| Other Current Liabilities | $349,468 |
| Total Current Liabilities | $726,392 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $737,658 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $407,771 |
| Total Long-Term Liabilities | $1,145,429 |
| Total Liabilities | $1,871,821 |
| General Fund Balance | $2,023,029 |
|---|---|
| Total Fund Balances | $2,023,029 |
| Total Liabilities & Equity | $3,894,849 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $26,799 |
| DRG (Post-Oct 1) | $80,398 |
| Outlier Payments | |
| DSH Adjustment | $6,271 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $55,591 |
| Total IME Payments | $50,445 |
| Inpatient Revenue | $2,096,673 |
|---|---|
| Outpatient Revenue | $3,675,454 |
| Total Patient Revenue | $5,772,126 |
| Contractual Allowances & Discounts | $3,467,974 |
| Net Patient Revenue | $2,304,152 |
| Total Operating Expenses | $2,772,545 |
| Net Service Income | $-468,392 |
| Other Income | $505,796 |
| Total Income | $37,404 |
| Other Expenses | |
| Net Income | $37,404 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $209,394 |
| Medicaid Charges | $1,087,191 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |