As we begin to reopen Rush University Medical Center for elective procedures and in-person care, we are putting your safety first. For information about COVID-19, see the latest updates. Rush accepts donations to support our response effort, staff, and patients and families.

Excellence is just the beginning.


French German Italian Portuguese Russian

Nursing Practice at Rush

From the Professional Nursing Staff president

I have been a nurse for more than 20 years and a Rush University Medical Center nurse since 2009. I am honored to serve as this year’s elected president of the Professional Nursing Staff (PNS), which gives clinical nurses a voice in determining nursing practice, standards and quality of care. 

PNS is the nursing staff’s shared governance structure. Every Rush nurse is part of PNS and has an equal opportunity to lend their voice in shaping nursing practice.

This collaborative model is quite different from an authoritative approach where decisions flow from the top echelon of leadership down to the clinical nurse. Instead, PNS places the clinical nurse at the top of its organizational structure, allowing nurses to express their ideas and seek innovative solutions to nursing practice.  

Thanks to PNS, nursing staff and nursing leadership are engaged in the decision-making process together. Nurses also have a seat at the table with other leaders in making critical decisions regarding hospital operations. The chief nursing officer and the PNS president hold seats along with members of the Medical Center Board of Trustees on the Quality Care Committee. This involvement is critical, since many decisions affect the delivery of patient care services.

We have created many pathways in PNS for nurses to get involved and develop their leadership skills. We support nurses in becoming strong leaders through PNS committees and the clinical ladder program for advancement.

I’ve personally seen the excellent care Rush provides as a nurse, visitor and a patient, and these experiences have given me great confidence in the quality of care we provide here at Rush. After another hospital told us to let her die peacefully, my grandmother received the care at Rush she needed and lived for three more years. A few months after my grandmother returned home, I became a patient at Rush following a car accident.

These experiences challenged me to get out of my comfort zone and pushed me to explore all that I was capable of contributing as a nurse. It is my hope that my own pursuit of excellence and service will inspire all Rush nurses to reach their fullest potential by tapping into all that Rush has to offer.

Jackie Hoskins, BSN, RN, CCRN
Professional Nursing Staff President

Professional Nursing Staff

At Rush, the Professional Nursing Staff is our shared governance model, which gives clinical nurses a voice in determining nursing practice, standards and quality of care.

This model, implemented in 1983, reflects the high professional stature of nurses at the hospital.

The advantages of shared governance are twofold:

  • It empowers nurses to use their clinical knowledge and expertise to develop, direct and sustain our own professional practice.
  • It allows nurses to network with colleagues and to collaborate among units and departments.

At the core of nursing at Rush University Medical Center is the philosophy that nurses participate in decision making pertaining to the nursing practice, standards and quality of care.

In 1983, under the leadership of Luther Christman, PhD, RN, FAAN, Rush became one of the first organizations to have a shared governance model from a professional practice. At that time, the innovation of nurses sharing decision making with administrators was an exemplar for other institutions.

Rush nursing has been an innovator in patient care and professional advancement, and Professional Nursing Staff plays a significant role in solidifying this reputation. Rush nurses are respected and expected to vocalize their concerns to shape the nursing practice. The PNS bylaws were first approved in 1983 by the Rush Board of Trustees, with election of the first officers in 1984. All Rush nurses, including staff, managers and faculty are PNS members.

PNS purpose and mission

The purpose of PNS is to promote excellence in professional performance among the nursing staff, provide high quality and cost-effective nursing care for patients, establish and monitor standards of clinical practice, and to facilitate the quality of professional life of its members. ​​​​​​​​​​​​

The mission of PNS is as follows:

  • To provide high-quality and cost-effective nursing care for patients
  • To establish and monitor standards of clinical practice
  • To promote excellence in professional performance among the nursing staff
  • To facilitate the quality of professional life of its members

Professional nursing practice model

Professional nursing practice model

Relationships and caring are the foundation of the Rush nursing practice model. Care is patient and family centered and holistic in nature. The nurse-patient relationship is characterized by sensitivity, collaboration, intentional presence, communication and respect. 

Our nurses bring knowledge, skills and abilities to their practice which are blended to meet the needs of the patient and family. The necessary skills include critical thinking, technical expertise and evidence-based practice.

Interwoven into each of these aspects is our focus on leadership, which is the core of the model. Leadership takes shape in each situation but differs in scope by nursing position. Rush nurses strive to continuously learn and grow in their nursing practice and to be accountable leaders in any clinical care team.

Mission, vision and strategic plan

Rush’s mission is to provide the best health care for individuals and the diverse communities we serve through the integration of outstanding patient care, education, research and community partnerships. 

The Rush nursing vision and strategic plan revolve around the following ideas:

The best people

Our goal is to have a highly engaged nursing staff. To achieve this goal, we are focusing on the following:

  • Succession planning
  • Leadership development
  • Collaboration with schools and universities
  • Intentional hiring for Rush nursing behaviors

The best quality

To achieve this goal, we are focusing on the following:

  • Top performance on all quality and safety measures
  • Culture of safety
  • Teacher-practitioner model
  • Care delivery model
  • Interprofessional education and practice, including simulation training
  • Change management
  • Innovation and performance improvement
  • Research initiatives

Nationally recognized programs

To achieve this goal, we are focusing on the following:

  • Increase nurse certifications
  • Achieve and maintain accreditations and designations

Highest value

To achieve this goal, we are focusing on the following:

  • Resource management
  • Support the value equation in the definition of nursing work

Join the nursing team at Rush

To join the nursing staff at Rush University Medical Center, apply online at