For more than five decades, Rush University College of Nursing has operated at the intersection of education, research and practice by offering community care in Chicago. What began in 1972 as the pioneering vision of inaugural Dean Luther Christman evolved into the nation’s first academic practice nursing department in 2023. Today, the Department of Academic Practice Nursing provides more than 45,000 hours of direct patient care annually across the city’s South and West Side neighborhoods, and across the country.
The department’s scope is significant: Faculty clinicians work with over 90% of patients who identify as racial or ethnic minorities and live below the federal poverty line. Through academic practice partnerships with organizations like Flying Food Group, St. Leonard’s Ministries, Mercy Home for Boys and Girls and community health centers, DAPN has built a nationally recognized model that integrates clinical care with student education while maintaining financial sustainability.
However, recent funding shifts at the federal, state and city levels brought substantial changes to community practices. In less than one year, eight long-standing partners had to cancel their contracts following the funding reductions. The impact was immediate: DAPN’s academic practice partnership revenue dropped, and leaders were forced to confront the new realities of funding.
“The sudden elimination of funding sources revealed the fragility of the entire community health ecosystem in Chicago,” said Angela Moss, PhD, MSN, APRN-BC, RN, FAAN, FAANP, the Judd and Marjorie Weinberg Presidential Professor and chairperson of the Department of Academic Practice Nursing. “These changes affected not just us, but also the broader network of organizations providing care to historically underserved populations.”
The effects extend to student learning opportunities. Clinical rotations dropped from 24 groups in 2023 to fewer than six projected for 2025. Doctoral projects and nurse practitioner placements have similarly declined, affecting the pipeline of nursing professionals trained in community-centered care.
Partnering for value
Rather than simply weathering this disruption, DAPN is accelerating a strategic business plan led by Anthony Mask, assistant dean of strategic operations, and Moss, to further enhance its existing strategic priorities. The approach centers on expanding practice partnerships with for-profit companies that share the college’s commitment to improved health outcomes in alignment with Dean Christine Kennedy’s strategic vision for the college.
“We’re fundamentally expanding how academic practice creates value for the college, our partners and for patients served,” said Mask. “The Flying Food Group partnership demonstrates our model’s potential. We’re providing direct health care services to employees across multiple sites nationwide, creating measurable health improvements while supporting our educational mission. This shows that businesses can be strategic partners in addressing health equity while achieving their own operational goals.”
The Flying Food Group program operates clinics in California and New York, serving approximately 5,500 patients. This model creates mutual value: Companies gain healthier workforces while DAPN maintains its community impact and student training opportunities. The partnership generates revenue through service contracts rather than traditional grant funding.
“This isn’t just about surviving the current crisis. The communities we serve deserve health care partners who can adapt and thrive regardless of external pressures.”
Moss views this transition as essential for preserving the college’s integrated mission. “We cannot allow external funding pressures to compromise our tripartite mission,” she emphasized. “Research, education and practice must remain interconnected. Our response has to strengthen all three pillars simultaneously.”
“What Anthony and Angela are building reflects our commitment to sustainable innovation and diversification of funding sources, one of our strategic goals,” said Christine Kennedy, PhD, RN, FAAN, the John L. and Helen Kellogg Dean of Rush University College of Nursing. “DAPN’s evolution demonstrates that academic nursing programs can adapt to changing landscapes while strengthening their impact on both education and community care.”
Ensuring financial sustainability
The department has also secured significant philanthropic support, including gifts from the Bedford Falls Foundation ($1 million) and the Sue Ling Gin Foundation ($1.2 million) in the past year. These investments enable the department to maintain core programs like the Sue Gin Health Clinic and St. Leonard’s Ministries while developing new partnerships.
This strategic plan envisions a well-positioned DAPN that is ready to adapt to evolving political and economic climates when things change. “We’re creating a business model that demonstrates nursing’s value proposition in measurable terms,” Mask said. “When companies see improved employee health metrics, reduced health care costs and higher satisfaction scores, they understand the return on investment.”
Innovating for the future
The transformation reflects broader changes in health care delivery and nursing education. As traditional safety-net providers face unprecedented pressures, academic institutions must innovate to maintain community connections. DAPN’s historically diversified revenue model positions it as a potential template for other nursing schools facing similar challenges.
“This isn’t just about surviving the current crisis,” Moss said. “We’re continuing our practice legacy in an even more sustainable and impactful way. The communities we serve deserve health care partners who can adapt and thrive regardless of external pressures.”
As DAPN navigates this pivotal moment, the college’s 50-year legacy of practice partnerships provides both the foundation and motivation. The department that pioneered the integration of practice and education is once again breaking new ground, demonstrating that academic nursing can evolve while maintaining its commitment to serving those most in need.