Healthy Nevada Project


Detailed Description

"With northern Nevada ranking near the bottom of the list in health outcomes, Renown Health decided to address population health goals to improve the health of those in the community. In 2015, Renown’s strategic plan laid out a distinction between health and health care and began to invest, with its partners, in health outcomes for priority populations. The health system created "Institutes" to focus on improving health for specific groups - starting with children, then focused on services for those with behavioral health and addiction, and seniors.

In September 2016, Renown Health realized it was limited by lack of robust data and would not be able to impact health determinants without a data roadmap. Renown joined forces with Desert Research Institute (DRI), a global leader in environmental data analysis, to launch the Healthy Nevada Project.

The Healthy Nevada Project helps people live healthier and manage health risks while bettering health outcomes at the state level and beyond. Partnerships were integral in this project from the beginning. The Healthy Nevada Project started as an idea between Renown Health’s President and CEO, Anthony Slonim, M.D., Dr.PH., FACHE, and Desert Research Institute’s associate professor, Joseph Grzymski, Ph.D. The two realized that with the wealth of data from DRI’s environmental research and Renown’s electronic medical record there were opportunities to learn and understand more about Nevadans’ health. Renown and DRI now lead a collaboration – Renown Institute for Health Innovation (Renown IHI) – which oversees the Healthy Nevada Project. 

A population health study like the Healthy Nevada Project is the ultimate in strategic planning for a health system. As Renown learns more about the diagnoses and conditions that impact its population, the health system can work to make changes to address patient and community needs."


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Type of Story



  • Family and social support

  • Access to care

  • System change: Public health transformation

  • System change: Community transformation

  • System change: Capability development

  • Health System Transformation Oasis

  • Effective

  • Efficient

  • Equitable

  • Health-promoting

  • Proactive

  • Safe

  • Organization

  • Community/place

  • Policy/system

  • Faith community

  • Broader community

  • Childhood 0-18

  • Infancy Birth to 1

  • Early childhood 0-5

  • Junior youth 13-15

  • Youth 16-24

  • Adults 18+

  • Adults 18-44

  • Adults 45-64

  • Older adults 65+

  • Older adults 65-74

  • Older adults 75-85

  • All ages

Geographic Unit
  • State

  • Portfolio 3 (Improving community health and well-being together with partners for a specific issue)

    ​​​​In this portfolio, health care organizations work together with community partners to improve specific health and wellbeing outcomes for a place-based population.

  • Portfolio 4 (Stewarding the community's long-term overall well-being)

    ​​​​​​In this portfolio, health care organizations actively engage in contributing to the long-term, overall wellbeing of the community as part of their mission and responsibility. In partnership with other community-based organizations, the focus on the community as a whole beyond subpopulations or priority topics.

Action Areas
  • Stewardship

    ​​​​​​Resources to help organization-wide leadership, governance, and board engagement around what improves health, wellbeing, and equity in the community, that recognizes the importance of a shared vision on social drivers and the community as an asset.

  • Databases of population health resources

    ​​​​​​Curated websites or databases that have evidence-based resources to improve health, wellbeing, and equity within health care, population health, and the community.

  • Data

    ​​​​​​Resources to help data collection by health care organizations in relation to population health, including cost and quality data on physical and mental health, number of ED visits, readmissions, demographics, and social determinant data supplemented by community partners. Community-level data should be stratified and used to identify and address inequities, and data should be shared across the community.

  • Social determinants screening/referrals

    ​​​​​​Resources to help implement a type of internal assessment used by healthcare organizations to consistently screen for and address the social and spiritual drivers of health and wellbeing for a defined population, with a goal of ultimately connecting patients with community resources. Social drivers of population health include socioeconomic factors such as food, housing, education, transportation, and income, and social connectedness. Spiritual drivers include all factors that contribute to a sense of purpose, meaning, self-worth, hope, and resilience.

  • Community benefit

    ​​​​​​Resources to help nonprofit hospitals obtain tax-exempt status by investing in community and population health, in range of services and activities that address the cause and impact of health-related needs.

Words to Describe