Rosalind Franklin University,
in collaboration with community
and philanthropic partners,
is taking strategic actions to
build health equity using a
proven and powerful approach:
Community. Care. Connection.
Our community teaches us how to connect and how to care.
On the occasion of the 20th anniversary of two seminal reports, “To Err Is Human” and “Crossing the Quality Chasm,” the National Academy of Medicine (NAM) issued an admonition: “For care to be considered high quality, it must be equitable. Inequitable care
is low-quality care and must be treated as such.”
Despite decades of mounting evidence and policy recommendations, health disparities related to racism and other structural inequities persist. Our nation as a whole pays the price for this injustice. According to the American Public Health Association, notwithstanding the many advancements and innovations of the 20th century, Americans today live shorter lives and suffer more chronic health conditions than people in other economically developed countries.
Rosalind Franklin University is redoubling its efforts to build health equity in our communities and region. We want to help our clinical partners achieve more equitable care by making care more accessible and by scaling up our outreach services. We can do a lot with a small, dedicated staff that works in the community to establish, grow and sustain trust. But we can only do it in close, strategic collaboration with you as our most trusted partners who share this vision for equity.
NorthShore University HealthSystem’s support of our Community Care Connection, our mobile health and education outreach program, is a great example of an investment that offers help and hope for our most vulnerable neighbors.
This Year in Review offers a snapshot of our most recent work to improve health equity that includes our new Michael Reese Foundation Center for Health Equity Research, our new College of Nursing, and the growing community investment in our mobile clinic and health education services.
Each of these initiatives is driven by the passion, hard work and generosity of countless people and organizations. We are especially grateful for our many philanthropic partners who, like us, believe in the opportunity for all people to achieve good health. These deeply rewarding partnerships are critical to our mission. They not only help sustain our mission,
they challenge us to create lasting and measurable change.
Together, we can achieve NAM’s imperative to judge the efficacy of any solution or initiative by whether we are identifying, measuring and pursuing equity across race and ethnicity as an explicit outcome. Our shared commitment can also create opportunities for students
with lived experience of systemic racism and health inequities who are determined to break down those barriers in their communities.
Working in partnership, we can offer care that is truly high-quality — for all people.
Wendy Rheault, PT, PhD, FASAHP, FNAP, DipACLM
President and CEO
Lee B. Sacks, MD
Chair, Board of Trustees
Rosalind Franklin University’s Board of Trustees is the governing body of our institution, responsible for our mission as well as the financial health and welfare of the university. Our trustees bring a vast knowledge of higher education, law, government, nonprofit management and marketing. The board provides leadership and guidance to RFU while shaping the university’s goals, policies and practices.
Board of Trustees
Fiscal Year ending June 30, 2022
Rosalind Franklin University ended FY22 in line with its budget, with a $1.9 million deficit. FY22 was defined by continued resilience post-pandemic, and a focus on innovative growth through capital and operating investments in establishing a College of Nursing. This investment was accomplished through an increase in philanthropic gifts, while at the same time being cognizant of net tuition increases, which were lowered as a percentage of operating revenues year-over-year. Finally, while we saw significant endowment gains in the prior year, FY22 was characterized as a time of significant market volatility and contraction, sending stocks and bonds lower and reversing a portion of the gains achieved in the prior year. The university is, however, confident in its long-term investment strategy, and positioned well for an eventual recovery in the markets.
($ in Millions)
|Net Tuition and Fees:|| $91.23
|Grants and Contracts:|| 13.97
|Patient Care:|| 12.3
|Investment Income:|| 4.66
|Auxiliary Revenue:|| 2.77
|Philanthropic Gifts:|| 4.1
($ in Millions)
|Instruction and student services:|| $68.08
|Patient care:|| 13.55
|Management and general:|| 27.24
Change in Total Net Assets
($ in Millions)
|*(15.8 related to non-operating investment loss)|
|Reflects, on an annual basis, the increase or decrease of assets minus liabilities.|
($ in Millions)
|Total Research Dollars|
|Federal Research Dollars|
|College of Pharmacy|
|School of Graduate and Postdoctoral Studies|
|College of Health Professions|
|Dr. William M. Scholl College of Podiatric Medicine|
|Chicago Medical School|
|College of Nursing*
*Note: The College of Nursing launched new programs beginning in Fall 2022 with planned enrollment growth.