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The National Nurses Organizing Committee/National Nurses United (NNOC/NNU) is targeting Rush registered nurses for union organizing and seeks to represent them in collective bargaining with Rush leadership.

Considering unionization is a personal decision, it's essential to evaluate the facts about union representation, collective bargaining, membership costs and potential risks for Rush nurses and the communities we all serve together.

The NNOC/NNU is a registered business entity of the California Nurses Association (CNA) and, as such, NNOC/NNU is governed by the CNA's bylaws and standing rules. In our market, the NNU only represents nurses at the following hospitals:

• Community First Hospital
• Cook County Hospital and Health System (nurses formerly represented by the INA)
• Jackson Park Hospital
• University of Chicago Hospitals and Clinics (nurses formerly represented by the INA)

While NNOC/NNU organizers may want you to think they have a larger presence in the Midwest market, this is not the case.

If Rush nurses elect the NNOC/NNU, collective bargaining will take place between the union and Rush leaders over wages, benefits and all other terms and conditions of employment. Here are important facts to know:

• Individual nurses cannot opt out: If nurses were to vote for union representation, the union would become the "exclusive representative" for all eligible nurses in the bargaining unit. Individual nurses would not have the right to opt out.¹
• In bargaining, the law does not require the parties to agree: Under the law, "neither party (the union nor the employer) is required to agree to a proposal or make a concession."² During bargaining, a union can propose anything, but the employer can reject or counter any proposal.
• Collective bargaining is unpredictable: In bargaining, to get something it wants – like mandatory dues from nurses – the union may trade away something you like and value, such as tuition benefits. The union could also demand provisions (i.e., strict seniority rules) that would disrupt the flexibility you now have to work with your leader and coworkers to create work schedules, and/or PTO and holiday schedules.
• A union has no power or authority to change compensation or work rules: Under the NLRA, the union can only "get" for employees what the employer agrees to offer; for any changes to terms and conditions of employment to occur, management must agree.
• Strikes can occur if bargaining breaks down: When a union makes demands that an employer is unwilling to agree to, unions can call strikes, putting patients at risk. In fact, the NNU and its affiliates call nurses out on strike more than any union representing RNs.

While Rush leaders will negotiate in good faith, unionization does not guarantee anything specific (i.e., like fixed staffing ratios) or different, and its outcomes can vary. In the end, nurses may end up with more, the same or even less favorable terms than before unionization.

During a union sales campaign, organizers frequently promise higher pay, better benefits and increased staffing to encourage you to support their efforts. However, Rush nurses need to understand that these promises are not legally binding. Union organizers often have few, if any, restrictions on what they can say, which means they may make almost any claim to persuade you to join.

Nurses represented by the NNOC/NNU would be expected to pay union dues equivalent to 2.2 times their hourly rate of pay each month, capped at $116.27 or $1,395.24. ^3.

The NNOC/NNU expects all bargaining unit members to pay dues and other fees as a condition of employment; union dues will likely be deducted from your paycheck.

Collective bargaining often means collective treatment. Through bargaining, a union and management negotiate a contract, which is often an inflexible document that requires rules to apply equally to all bargaining unit members, without exception. Under a union, our nurses could be subject to rigid terms, including restrictions that differ significantly from those we have now.

Today, we can work together to create a work experience at Rush that works for everyone. If you like the flexibility we now enjoy (i.e., scheduling, hours of work, your ability to participate in decision-making, etc.), you may find working under a collective bargaining agreement very different and less favorable.

Collective bargaining can often feel like a tug-of-war: it is time-consuming, challenging and the results can be uncertain. When collective bargaining breaks down, unions often call their members out on strike to pressure management into agreeing to their demands.

The NNOC/NNU has done this multiple times at UChicago Medicine, Cook County Hospital and Community First Medical Center. Below you can see a history of strikes led by NNU and other nurse unions (i.e., Illinois Nurses Association or INA) that have occurred recently in the Chicago market:

• 2019: University of Chicago Medical Center, NNU (Nurses)
• 2020: Amita St. Joseph Medical Center, INA (Nurses)
• 2020: University of Illinois Medical Center, INA (Nurses)
• 2021: Cook County Health System, NNU (Nurses)
• 2021: Community First Medical Center, NNU (Nurses)
• 2024: University of Illinois Medical Center, INA (Nurses)
• 2024: Amita St. Joseph Medical Center, INA (Nurses)

Healthcare strikes are disruptive and put patients and communities at risk. We strongly believe that Rush nurses and patients are better served when leaders and nurses work together to find solutions to any challenge we encounter collaboratively.

Rush respects nurses’ legal rights but believes direct collaboration between leaders and nurses produces the best outcomes for patients and communities.

The organizing process begins with the union gathering signatures from at least 30% of the nurses it seeks to represent. If the union obtains sufficient signatures, it can petition the National Labor Relations Board (NLRB) for an election.

In an NLRB-secret-ballot election, only those who participate and vote have a voice in the outcome. In an NLRB election, the union would only need a simple majority of the votes cast to win, which is 50% plus one vote of all votes cast. In this case, the NNOC/NNU filed a petition for representation at the NLRB on April 8, 2026.

Below you will find information about the election and covered job classifications. Nurses in covered job classifications at the acute care Medical Center are eligible to vote; nurses in job classifications not included below are ineligible to vote.

Election Dates: May 14, 15, 16

Election Times: 6:00 a.m. - 8:30 a.m., 11:00 a.m. - 1:00 p.m., 6:00 p.m. - 8:30 p.m.

Election Location: RAB Building Conference Rooms 4A and 4B

Voter-Eligible Nurse Job Classifications:
All nurses in these job classifications are encouraged to vote in the election.

• Critical Care Outreach 2 RN
• Registered Nurse 1
• RN Supplemental Staffing
• Critical Care Outreach 3 RN
• Registered Nurse 2
• RN Unit Based Per Diem
• Critical Care Outreach RN PD
• Registered Nurse 2 CSO
• Sr. Vascular Access RN
• OR Schedule Board Coordinator RN
• Registered Nurse 3
• Vascular Access RN
• Organ Recovery 2 RN
• Registered Nurse 3, CSO
• Organ Recovery 3 RN

Low turnout by itself does not invalidate the vote. Under NLRB rules, an election is valid regardless of how many eligible voters actually vote; the outcome is determined by a majority of votes cast, either for the union or for the hospital.

So, while there are more than 1,800 nurses eligible to vote at Rush, if only 1,000 vote and 501 vote for the union, then the union wins the right to represent all 1,800 nurses.

No, that is misinformation. Anyone telling you that not voting is like voting “no” may be trying to mislead you and suppress voter turnout. Our goal is 100% voter turnout.

Yes, voting is completely confidential. NLRB elections are conducted by secret ballot; no one will ever know how you decide to vote unless you tell them. NLRB representatives are present during the entire election to ensure that the vote is fair and completely confidential.

Eligible voters who may be on leave generally have the right to vote in the election regardless of their present leave status. However, these individuals must vote in person during the posted dates and times.

Yes. We want to encourage you to exercise your right to vote. Accordingly, eligible nurses can vote on shift while they are at work, and we are scheduling extra staff on each of the three voting days to allow those who need to vote to do so.

In addition, we are arranging for free valet parking, and all those who have scheduled PTO on the voting days will not be charged for those PTO hours, provided the request was made prior to April 8, 2026.

Remember, the NLRB does not allow for absentee balloting, and nurses also cannot designate someone to vote on their behalf. For your vote to count, you must vote in person during the designated dates and times.

Nurses can vote at any time polls are open, including during working time. If you are working, we encourage you to work with your coworkers to cross-cover patients and assignments so everyone can vote. You can also ask your leader to assist with arranging coverage.

Rush is allowing eligible voters who are not scheduled to work during the NLRB election periods (on May 14,15 and 16) to utilize valet services across campus free of charge. 

The valet service is being offered so that nurses not scheduled to work will not have to pay for parking, but can still exercise their right to vote. Anyone wishing to utilize the valet service needs only to tell the valet that they are an eligible voter and will return promptly after they have voted. Short-term parking at the valet is open to all eligible voters. It is about ensuring every nurse’s right to participate and choose, not about how you plan to vote. 

This effort is open to all nurses included in this election, regardless of how they intend to vote.

No. The NLRB makes these decisions, not Rush. The NLRB ordinarily does not check employee ID badges during elections. Voters will be asked for their name; those names will be checked against the list of voters previously provided and a list kept by the NLRB (but not Rush or the union) of who has voted so that no one can vote twice.

No. The polling place is under the control of the NLRB agents running the election. Board agents are solely responsible for ensuring the integrity of the election, and it would not be appropriate to have security there. The NLRB knows how to run fair elections, and we do not anticipate any issues at the polls.

Voting for another person is not permitted. In practice, voter fraud is almost never an issue in NLRB elections (extremely rare to nonexistent). Board agents are present throughout the election and monitor the voting process to ensure its integrity.

Additionally, there are observers (Rush employees) selected by the union and Rush in the polling area to assist the NLRB in spotting any issues. One of the jobs of observers is to check off the names of voters on the eligible voter list to show they have already voted. If a person tries to vote under the name of someone who has already been checked off, the vote will be segregated and challenged for later investigation. This helps deter and flag any issues. Observers also can challenge voters whom they do not believe are voting properly.

Voter fraud is extremely rare in NLRB elections. Under NLRB procedures, a list of voters is kept and a person’s name is checked off the list once they have voted. If a person comes in to vote under that same name later, they are given a ballot and permitted to vote. But that vote is placed in a “challenged ballot” envelope for later discussion and investigation. The NLRB permits either the union or Rush (via the observers) to challenge the ballot in this situation before it is counted.

When the ballots are counted, those challenged ballots are separated and addressed one by one. If the issue with the ballot cannot be resolved, a hearing may be held to determine what happened and whether the ballot should be counted.

Similarly, either side can file “post-election objections” within seven days, alleging conduct that affected the election results. Those are investigated, and if appropriate, a hearing is held to determine if there is evidence of voter fraud or other voting irregularities sufficient to overturn the result. 

Again, fraud is extremely rare and is something we do not anticipate.

No. Illinois is not a right-to-work state. Unions can require all employees covered by a collective bargaining agreement to pay dues or service fees as a condition of employment.

According to the CNA's bylaws and standing rules, all CNA affiliates (including NNOC/NNU) charge their members 2.2 times the member's hourly rate of pay per month, up to a cap of $116.27 per month. Here are some additional facts about NNOC/NNU dues:

• NNOC/NNU would expect and demand that union dues payments be mandatory. Under such circumstances, nurses would have to pay union dues to work at Rush.
• Because dues are a function of a member's hourly rate of pay, including differentials, overtime, etc., the cost of dues typically increases as a member's hourly pay increases.
• Members who work 12 hours per week or less are required to pay 50% of the full dues; everyone else is expected to pay the full dues amount.
• Unions use revenue from members' dues to pay expenses such as salaries, benefits, and business expenses for union officials; the union's paid organizers; the union's office staff, including marketing, legal, and administrative support; and other union expenses, such as rent for office space and political contributions.

Rush has a large nursing workforce. If the union is successful in organizing Rush nurses, each nurse at Rush could be required to pay approximately $1,000 per year in union dues; Rush nurses collectively could lose about $2 million annually in dues to NNOC/NNU.

Removing a union can be extremely difficult. Nurses cannot remove a union for at least a year; if a contract is signed, they are blocked for up to three more years. To initiate removal, nurses may need to retain a lawyer and gather enough signatures for an election. But the union can oppose this process and may even discipline or fine members trying to remove the union.

You might be surprised to learn that nurses at St. Louis University Hospital (SLUH) in St. Louis, MO, are represented by the NNOC/NNU and have attempted to remove the NNOC/NNU on several occasions without success.

Negotiations are unpredictable. The union can propose changes to any terms and conditions of employment, and strikes may occur if bargaining breaks down, disrupting patient care.

It is impossible to say. However, a recent Bloomberg Law analysis found that collective bargaining for a first-time contract can take, on average, about 465 days or 15 months.

In addition to information shared by Rush and NNOC/NNU, nurses may visit the National Labor Relations Board (NLRB) website for neutral information about employee rights, union representation and the election process.

Compensation at Rush is merit-based and market-driven. In addition to the annual merit process, Rush conducts regular market reviews to ensure pay remains competitive. Over the past five years, RUMC Core Nurses have received an average 6% increase per year through merit and market adjustments.

We review the market annually and adjust ranges as the market supports these changes. Merit increases are awarded annually. These adjustments accelerate nursing pay at Rush.

For example, in 2025, most Rush nurses received two types of market adjustments in response to market changes (market and equity), totaling a minimum of 5% in increases, more for most nurses; merit increases of up to 3% were applied on top of these market adjustments, a minimum of 8% for the average nurse in 2025.

Market reviews occur at least annually, typically in the spring based upon the release of external survey data. As Rush moves towards systemization, we have continued to adopt a more consistent and predictable cadence.

Once we have been able to gather good data and develop a market case, decisions are made relatively quickly. Decisions are made as efficiently as possible once all factors are reviewed.

Under collective bargaining, compensation is negotiated periodically, often every three years, and wage increases are typically applied across the board without regard to individual performance.

Today, Rush can make quick decisions to react to market changes without the constraints of a collective bargaining agreement. Our approach is designed to ensure fair, competitive pay while maintaining focus on patients and a collaborative work environment.

Yes. If Rush nurses were to elect NNOC/NNU during collective bargaining, all nurses' current wages, benefits and other terms and conditions of employment, such as health insurance, school tuition, PTO and other benefits, would be subject to the give-and-take of negotiations.

Rush leaders would always negotiate in good faith. In the end, it is impossible to predict how pay and/or benefit programs might be impacted by collective bargaining or whether you would keep all the pay and benefits you have and now value.

No. While some organizations publish union contracts online, pay scales are not usually published or otherwise available to the public. Organizations participate in and use surveys because of legal rules that require that third parties compile this data rather than having peers share it directly. As a system, we rely on confidential survey data to remain compliant and competitive.

Increases are often focused on keeping Rush competitive in areas where market movement is greatest, which can vary by role and experience. Sometimes this is an increase to nursing starting rates, and sometimes this is an increase to the top of scale ranges.

Rush invests in nursing wages in several ways, including increasing starting pay, adjusting overall pay ranges, raising pay maximums and other flexible pay programs. At times, these combined market-driven adjustments can result in higher increases for certain RN1 positions, and at times these can result in higher increases for other nurses, as supported by market and business need.

Merit is an annual process that has typically been announced in December and effective in January.

We don’t anticipate a delay in the merit process because of Workday, Rush’s new payroll and HR system.

At least annually, with additional reviews occurring as needed to stay competitive.

HR continues to join all nursing CNO townhalls and supports questions submitted via Q&A.

Payroll issues may occur for any number of reasons and require us to audit and engage in technical programming when issues arise. Each issue requires a thorough review to ensure pay accuracy. We know timely resolution matters and are working to improve turnaround times.

No. Benefit cost increases have not exceeded and historically have been a small fraction of merit increases from a total cost perspective. If benefit costs increase, they generally have had a much smaller impact than annual pay increases.

Rush uses market data to guide benefit decisions and works to keep benefit costs as competitive and manageable as possible. In 2025, Rush decreased the cost of its Health Savings Advantage Plan and increases were subsidized by Rush to keep benefit costs below benchmarks for employees.

IRS rules require taxation on tuition benefits over $5,250 per year under Internal Revenue Code (IRC) Section 127. Rush and other employers are legally required to follow these laws.

Rush’s tuition benefit is designed to support tuition, and does not cover internal university fees, including administrative or program-specific fees. The DNP Administrative Fee, introduced by the College of Nursing in fall 2025, supports required clinical education activities such as placement coordination, compliance processes and external partner costs.

While Rush’s tuition benefit covers the tuition expense for eligible programs through its available programs (such as the internal tuition program), fees like this are assessed separately and are the responsibility of the student. This approach is consistent with how Rush has historically structured its education benefits.

Rush offers extremely competitive tuition benefits compared to the local market – both internally and externally. Please find more information below and visit the tuition benefits page for more details.

Rush’s External Degree Program for Educational Assistance:

• Employees must have completed one year of service prior to the course start date to be eligible for undergraduate or graduate coursework.
• Full-time employees may receive up to $5,250 in tuition assistance per year.
• Part-time employees may receive up to $3,000 in tuition assistance per year.

Rush’s Internal Degree Program from Educational Assistance:

• Prepaid tuition for up to nine credit hours per quarter for full-time employees (excluding medical school) and six credit hours for part-time employees.
• Employees are eligible for payment of undergraduate coursework after working at Rush for six months and eligible for graduate level coursework after working at Rush for one year.

You can check your available Rush Education Assistant Benefits Enhancement dollars in Tuition IO. Benefits are awarded annually, and managers must review and approve certification requests to ensure Enhancement Funds support relevant skill development and professional growth within employees' roles. You can review eligible expenses in the Employee Service Center – Educational Assistance Benefits (EAB).

No, this rumor is not true. The internal tuition program is not changing. Rush is in the process of expanding the program to nurses at Rush Copley, which may be the source of the confusion. During union-organizing campaigns, it is common for organizers to raise questions or spread rumors to create fear and uncertainty.

Rush offers multiple pathways to support current and aspiring nurses at every stage of their careers, from entry into the profession through leadership development:

Early Career & Entry Pathways

• RN Residency (six months): Designed for nurses with less than six months of experience, supporting the transition from school to professional practice.
• RN Apprentice Program: Local nursing students are paired with an RN for an eight-week summer experience, including four hours per week of supplemental education. Apprentices are paid and often transition to Nurse Assistants (NAIs), with the goal of hire as an RN after graduation.
• AP to RN Program (Malcolm X College): Supports Assistive Personnel in becoming RNs. Participants complete prerequisites and coursework with the goal of strengthening the workforce and increasing diversity.

Education & Advancement

• RN–BSN Program: Tuition is fully covered and participants submit for reimbursement in alignment with the standard tuition benefit processes. A Professional Nursing Practice (PNP) representative meets quarterly with participants to support balancing work and school.

Professional Development & Mentorship

• PNP RN Mentor Program: For nurses with 2–3 years of experience. RNs are paired with a mentor of their choice and meet monthly (paid time for both) to support career growth.

Leadership Development

• New Leader Transition to Practice Program: For nurses stepping into formal leadership roles (e.g., CNS, CNL, Unit Director, AVP). Includes:
  • One-on-one mentorship
  • Monthly cohort meetings with a PNP representative
  • Quarterly workshops for leadership skill-building
  • Networking opportunities across Rush

Pay practices were standardized during the UKG time and attendance system transition to align with market norms. As a result, shift pay now only applies to hours worked. We recognize this change was unexpected for some nurses, and as a result, we have worked to ensure that we communicate consistently across all groups on these topics.

During the uncertainty of the COVID-19 pandemic, Rush made the difficult decision to temporarily suspend 403(b) matching contributions for all employees, similar to many peer institutions. When financial conditions improved, matching contributions were reinstated as soon as practicable. Since then, Rush has strengthened its retirement program, including increasing the 403(b) match to 100% of employee contributions up to 6% of pay, enhancing the long-term value of this benefit.

Benefit and pay changes are significant investments and require significant planning across many Rush areas, including HR, finance, IT, communications, legal, operations and more. We aim to communicate as early and as clearly as possible once decisions have been made.

Rush is a market leader when it comes to the amount of PTO available to employees. At Rush, PTO is combined into a single bank (vacation, sick, holiday) and accrues based on hours worked. This structure is designed to provide flexibility and competitive value. Please find more information about Rush’s program here.

If Rush nurses were to elect the NNOC/NNU, the full wages, benefits and other terms and conditions of employment that Rush nurses currently receive would be subject to negotiation through the collective bargaining process and, therefore, at risk of reconsideration.

NNOC/NNU does not maintain its own union-sponsored "health and welfare fund," as many unions do. Rush leaders would always negotiate in good faith. Still, it is impossible to predict how wage and benefit programs (e.g., healthcare, retirement and education benefits) might be affected by collective bargaining.

No. While Rush froze and stopped making new contributions to the pension plan in 2024, any previously provided pension contributions are still available and accruing interest for eligible employees.

Beginning in 2024, Rush enhanced its employer-provided retirement contributions under the Rush 403(b) plan. Both programs are managed by a third-party recordkeeper, Fidelity. Eligible employees can view their pension and retirement balances on the Fidelity NetBenefits site.

Neither Rush nor NNOC/NNU can predict the outcome of bargaining or make commitments to what will be achieved. Parking policies vary by organization. We will continue to share updates on parking options and any future changes.

Patient safety and appropriate staffing remain top priorities. While no one can predict the outcome of negotiations, should they occur, we are not aware of any union contracts in Illinois or other areas that provide for staffing ratios. Where these are in place, they have largely been adopted as the result of state regulations that have been accompanied by increased funding in government-supported insurance programs.

RUMC is a not-for-profit whose goals are always patient focused. While we have ensured that we are always balancing the many competing needs of our diverse patient population and community, we are always focused on providing high quality, patient-centered care.

Healthcare is always changing, but our goal has always been to provide appropriate support to nurses and our other providers to enable everyone to practice at the top of their profession. Rush regularly evaluates staffing, workflows and resources to support nursing teams. This includes the role of the Professional Nursing Staff (PNS), which helps guide staffing models, workflow improvements, and other resources designed to ensure nurses have the support they need to provide safe, high quality care.

We aim to meet expectations consistently and fairly across all roles.

If you have additional questions, we’re here to help and will continue sharing updates as openly as possible.

Staffing decisions are based on patient acuity and needs, with input from Professional Nursing Staff, charge nurses, frontline nurses, and nursing leaders. Rush staffing exceeds that of many hospitals and supports strong quality and safety outcomes.

In fact, in November 2024, Rush received its ninth consecutive A grade from the Leapfrog Group, a nonprofit health care watchdog organization that grades hospitals on the quality and safety of care they provide.

No. If the union is elected, during the collective bargaining, the union would be free to ask for anything. However, Rush leaders would have the legal right to say "no" to any union proposal or demand that we felt is not right for our patients, other Rush employees and providers, or the community we serve.

Staffing at Rush is excellent, which is why Rush has consistently been named among the Top 20 on U.S. News & World Report's annual Best Hospitals Honor Roll. Rush is already among the safest and most well-staffed hospitals in the nation.

Staffing at Rush will always be based on the needs of our patients and determined with the input of our Professional Nursing Staff.

No. While NNOC/NNU emphasizes staffing in its messaging, outcomes at some NNOC/NNU-represented hospitals differ. For example, hospitals such as UChicago, Ingalls and SSM Health Saint Louis University Hospital (SSM-SLUH) have historically reported RN vacancy rates above 20%. These challenges have contributed to nurses' efforts to remove NNU as their representative.

Flexibility can be the first thing negatively impacted by unionization. Here are important things to consider about collective bargaining and flexibility:

• Scheduling and all scheduling-related issues would be subject to the collective bargaining process, and it is impossible to predict the outcome.
• Under contract rules, nurses across all departments in the organization could be restricted from working with their manager to accommodate their own personal scheduling needs.
• Such contract rules could also restrict individual nurses and managers from directly collaborating on unit issues such as holiday schedules, last-minute schedule changes and shift changes.

Collective bargaining and negotiated work rules could disrupt the kind of collaboration and flexibility we now enjoy.

Union organizers should not be allowed to distort reality at RUMC. In the past year, nurses have seen several positive developments, including a sixth Magnet redesignation, significant market adjustments and pay increases to reward and retain top talent, and rising engagement scores that show many positive things are happening for nurses at RUMC.

Union organizers want you to focus only on challenges; most nurses know that Rush is an exceptional place to work and practice. Today, there is new senior nurse leadership at RUMC, including a new CNO, Deana Sievert, who prioritizes transparency and a new direction. Rush is on a path to rise higher, which is why nurses are being asked to reject NNOC/NNU and its divisive influence.

We believe PNS would be in jeopardy under the NNOC/NNU. The NNOC/NNU has publicly opposed Magnet and shared governance, viewing them as "marketing tools" that undermine collective bargaining efforts.

NNOC/NNU claims Magnet does not benefit nurses, stating, "Instead of being a reliable sign that a facility treats nurses well, Magnet has become a farce that co-opts nurses, gives them little input on the process, costs millions of dollars, and is primarily a marketing tool for management." ⁴

Our PNS is one of the most successful shared governance models in the country; it is part of our collaborative and professional culture at Rush and is a key reason we are a six-time Magnet-certified institution.

It is impossible to say how unionization and collective bargaining could impact, and whether they might curtail or eliminate, shared governance at Rush. Today, our nurses have a voice in their practice through PNS, but under a union, many topics these committees address would now be subject to bargaining with the union.

No. Professional union organizers are not legally required to be truthful and act as sales representatives for union membership. Nurses are encouraged to request written confirmation of any promises made.

NNOC/NNU has a documented history of aggressive tactics and strikes, prioritizing conflict over collaboration in some organizing efforts.

Rush opposes NNOC/NNU, not RUMC nurses. NNOC/NNU is an aggressive union that has proven it prioritizes conflict over cooperation. NNOC/NNU and its affiliates are responsible for approximately 25% of all healthcare strikes since 2018. Rush leadership believes its collaborative culture is at risk in the upcoming election and is asking nurses to vote no and reject NNOC/NNU on May 14–16.

No. Rush has engaged an outside law firm and communications support to help ensure compliance with the law and to ensure nurses understand the election process. While NNOC/NNU criticizes Rush for using outside expertise, NNOC/NNU uses its own paid attorneys, marketing agencies, and professional organizers to lead its campaign and develop messaging. These services are funded through mandatory union dues.

• Understanding Unionization and the Collective Bargaining Process
• Are NNOC/NNU Organizers Trying to Mislead You?

• FAQ No. 1 - Compensation, Benefits, Merit Increases, and Union-related Rumors
• FAQ No. 2 – Pay and Clarifying Facts
• FAQ No. 3 - Leadership trust, Culture, and Union-related Claims
• FAQ No. 4 - Voting Facts Related to the Upcoming Election
• AFAQs About the Upcoming Election: Ensuring the Fairness of the Vote
• Rush Reinvests All “Profit” to Support Patients, Staff and Our Community

• Understanding What Happens When Nurses Are Called Out on Strike

• How Union Dues Impact Wage Increases
• How Union Dues Are Used
• How Much Will Rush Nurses Pay NNOC/NNU in Dues? 

• Staffing Comparison: RUMC and Union Hospitals

• Keeping Up Appearances
• National Nurses United Denounces Johns Hopkins Health System’s Use of Bogus Credential
• CNA/NNOC’s Position Statement on Hospital Magnet Status
• Patients Rank RUMC Much Higher Than Union Hospitals in Illinois

Your voice matters: Know your rights and what would be at risk in the upcoming election. If you’d like to help inform your network and amplify this message, we’ve created ready-to-share graphics for your personal social media channels.

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