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On behalf of Renown’s more than 7,000 employees, we are thrilled to introduce our healthcare system’s next CEO and President, Brian Erling, MD, MBA. Dr. Erling joins Renown after working for more than 20 years in Colorado, most recently as the CEO and President of Penrose-St. Francis Health System in Colorado Springs for Centura Health. “I am so excited to join Renown Health at this important time. Healthcare and our economy are amid a major transformation, and Renown Health is very well positioned for the future,” Dr. Erling said. “Our ongoing success will hinge on our ability to establish positive and productive relationships, maintain high-quality patient clinical outcomes and experiences, reduce healthcare costs, encourage innovation and improve access and affordability for patients and members.” Q: Let’s start at the beginning. When did your interest in healthcare first begin? A: Believe it or not, I started my healthcare career during high school in Minnesota when I worked as a nursing assistant. I then worked as a monitor tech while pursuing my undergraduate degree in biology from Drake University in Des Moines, Iowa. Q: Where did you go to medical school, and what was your first job after training? A: After graduating from The John Hopkins University School of Medicine and spending three years at the University of Virginia for my residency, I spent more than a decade in the emergency department at a level 1 trauma center. Q: Does your experience as a physician impact your approach to healthcare leadership? A: Yes, absolutely. I have worked my fair share of nights, weekends and holidays, and I know the sacrifices healthcare workers – and their families – make to care for our communities. I will never take it for granted. I also understand how complex healthcare organizations are, and I have experienced these complexities from both the clinical and non-clinical sides. I have provided clinical leadership for a large, regional health system and understand that quality, safety and innovation come from the people doing the work, not from a corporate office. But you also need strong managers and leaders to facilitate and prioritize the work while providing support and coaching. Q: What is the key to a successful healthcare system? A: Teamwork. In fact, being part of a high-performing, mission-driven team is my number one motivation. It’s what gets me up in the morning and why I work in healthcare. I view our greatest resource to be our people, meaning Renown’s more than 7,000 employees. Modern technologies – such as fancy robots and imaging equipment – are essential and pretty cool, but they are not why our patients choose us. They come for trusted care in their hometown. Q: Renown Health is going through a lot of exciting changes right now. What is one thing that excites you about joining this healthcare system in a rapidly expanding area of the country? A: I am very excited about the new partnership with Renown and the University of Nevada, Reno School of Medicine. While still in its infancy, it provides the platform for us to be the center for training, research and tertiary care for the region and beyond. Q: What is something you have learned from working with CEOs at other healthcare systems? A: Healthcare leaders often have a short half-life, but that is not me. I believe it is difficult to create and move an organization toward a unified vision when your leader changes every few years. As my track record will support, this is not my style. I have been in Colorado for over twenty years and now look forward to making Reno and Renown my home for years to come. Q: As you know, Hometown Health is Renown’s health insurance arm. How does equitable access to insurance fit into a person’s and a community’s overall well-being? A: Most health systems would love to have their own health plan. The reality is that you cannot meaningfully improve the health of the population without managing value and risk. We are fortunate to have Hometown Health as part of Renown Health, and in our community, and I am excited to work with Bethany and the team to fulfill the mission of the organization. Q: What does working at a not-for-profit healthcare system mean to you? How does it differ from the for-profit sector? A: I have worked in for-profit and not-for-profit healthcare. Renown is unique as the only not-for-profit health system in the market. What that means is that we invest every penny earned back into caring for our community. We don’t send money to shareholders in California or Pennsylvania, we invest it right here in Nevada. Not only is a not-for-profit healthcare organization where I want to work for, but it is where my family and I want to go for care. Q: What do you like to do for fun? A: I love spending time with my wife and three adult children. I met my wife, Jessica, while attending medical school in Baltimore. She was working as a nurse in the surgical ICU, and I was smitten. I offered to help her with a 3 a.m. bed linen change and bath for our trauma patient, and the rest was history. I also love exploring the outdoors, especially snowboarding!

Read More About A Q&A with Dr. Brian Erling, CEO & President of Renown Health

Over the past year, the safety of healthcare providers has received more public attention than ever before. Throughout the COVID-19 pandemic – and particularly in the early days – the public learned about the vital role of personal protective equipment (PPE) and other important processes that keep healthcare workers safe and healthy. However, people may be surprised to learn that germs and viruses are just one of the many risks that healthcare professionals face every day. Many people are fortunate enough not to have to worry for their physical and mental well-being when they go to work. Unfortunately, this is not the case for countless healthcare workers across the nation, for whom workplace violence is a daily concern. According to the American Hospital Association, healthcare workers are four times more likely to experience serious workplace violence than people in other industries. This is particularly troubling knowing that healthcare workers have dedicated their careers to serving others, putting their communities first- day in and day out. What is Considered Workplace Violence? The World Health Organization (WHO) defines workplace violence as, “Incidents where staff are abused, threatened, or assaulted in circumstances related to their work, including commuting to and from work, involving an explicit or implicit challenge to their safety, well-being, or health.” WHO considers both physical and psychological harm, including attacks, verbal abuse, bullying, and both sexual and racial harassment, to be workplace violence. Responding to the Challenge of Workplace Violence At Renown Health, we have no tolerance for abuse against our employees. As an organization, we have several systems in place to support and protect our staff. During staff orientation, we provide classes to prepare employees to prevent and de-escalate verbal or physical abuse. We also offer ongoing education to train our staff to respond to violent situations. If an incident does occur, our Violence Prevention Task Force reviews incidents and ensures the impacted employees receive resources and counseling to help them process what has occurred. We are among the first in the nation to have instituted a Zero Tolerance policy on workplace violence. This policy is in place to let our employees know that we have their backs in preventing workforce violence and we will address it assertively if the environment becomes unsafe. As a leader, I am continually impressed by our team’s desire and ability to support one another. However, I know that it is my responsibility to protect our team. No one should have to face harassment or abuse – in any form – in his or her workplace. I believe so much in this cause that I volunteer as Chair of the American Hospital Association’s Hospitals Against Violence steering committee, which works to understand the causes behind violence against healthcare workers and develops tools and processes to prevent these incidents from occurring. Violence was already a concern facing health care organization leaders prior to the COVID-19 pandemic. Now, the ongoing health crisis has elevated tensions. Health care is an industry like no other, with our most precious resource being our employees. As a community, as patients and family members, we have an obligation to ensure that all healthcare workers are safe while they go about their work. This starts with understanding, communication and unequivocal support for the profession. This month we launched the Be Kind campaign across Renown, a reminder to all of the importance of values like patience, kindness and gratitude. If you would like to join us in recognizing a healthcare hero, please submit your thoughts here. Thank you for working with us, and all healthcare providers, to create and maintain places of health and healing for all – and for kindly caring for those who care for you.

Read More About Kindly Care for Those Who Care for You

Over the past year, the safety of healthcare providers has received more public attention than ever before. Throughout the COVID-19 pandemic – and particularly in the early days – the public learned about the vital role of personal protective equipment (PPE) and other important processes that keep healthcare workers safe and healthy. However, people may be surprised to learn that germs and viruses are just one of the many risks that healthcare professionals face every day.  Many people are fortunate enough not to have to worry for their physical and mental wellbeing when they go to work. Unfortunately, this is not the case for countless healthcare workers across the nation, for whom workplace violence is a daily concern. According to the American Hospital Association, healthcare workers are four times more likely to experience serious workplace violence as people in other industries. This is particularly troubling knowing that healthcare workers have dedicated their careers to serving others, putting their communities first day in and day out. Responding to the Challenge of Workplace Violence At Renown, we have no tolerance for abuse against our employees. As an organization, we have several systems in place to support and protect our staff. During staff orientation, we provide classes to prepare employees to prevent and de-escalate verbal or physical abuse. We also offer ongoing education to train our staff to respond to violent situations. If an incident does occur, our violence prevention task force reviews incidents and ensures the impacted employees receive resources and counseling to help them process what has occurred.   As a leader, I am continually impressed by our team’s desire and ability to support one another. However, I know that it is my responsibility to protect our team. No one should have to face harassment or abuse – in any form – in their workplace, and I think about the risks our employees face every day. I believe so much in this cause that I volunteer on the American Hospital Association’s Hospitals Against Violence steering committee, which works to understand the causes behind violence against healthcare workers and develops tools and processes to prevent these incidents from occurring.

Read More About Workplace Violence: Protecting Healthcare Workers

Unfortunately, many in our community go to bed hungry. Thanks to the support of the Food Bank of Northern Nevada and other local partners, Renown’s food pantry is helping meet the food needs of homeless and low-income individuals in our community. Patients who qualify for the “Food is Medicine Prescription” can receive a bag of food for themselves and each member of their immediate family every week through a free assistance program. This project started last year when Renown began giving food support to hospital and emergency room patients who expressed the need. Food is also given out at the Healthcare Center, which provides affordable access to care for anyone in our community. Those who receive care at the Healthcare Center are also eligible for food assistance. Working Alongside the Community After receiving food deliveries from the Food Bank of Northern Nevada, Renown’s community health team collects an assortment of fresh produce, donated from local grocery stores and other community organizations. Then they put together one bag for each family filled with healthy foods, such as: Whole grain cereals Shelf stable milk Kid-friendly snacks (granola bars, popcorn, graham crackers Proteins (low-salt soups, stews, peanut butter) Seasonal produce Food is Medicine Prescriptions Continue Amidst the Pandemic Throughout the COVID-19 (coronavirus) pandemic, Renown’s community health workers have been working remotely. They continue to reach out to patients who need groceries from the Food is Medicine Prescription program. With this in mind, the food pantry staff is currently coordinating outpatient deliveries to those with a Food is Medicine Prescription. At present, Renown is working to get more refrigeration, shelving and staffing to expand the service to more Renown Medical Group patients in need of food.

Read More About Renown Health Food Pantry Nourishes Patients in Need

In recent years, workplace violence against healthcare workers has been on the rise. According to the Occupational Safety and Health Administration (OSHA), about 75 percent of nearly 25,000 reported annual workplace assaults occur in healthcare and social service settings. Those who don’t work in healthcare may be surprised to learn that violent altercations are so common in our field. Hospital settings can create fear and stress for patients and their families. Pain, mind-altering medications and drugs, and difficult prognoses can amplify these feelings. While inappropriate responses may be understandable, violence cannot be tolerated. As the leader of a health system, protecting our employees is an issue that I take seriously. Reporting Workplace Violence Unfortunately, sometimes employees don’t report dangerous incidents fearing they might be blamed, or not realizing it’s a reportable offense. At Renown Health, we take these events seriously. We have clear, mandatory policies and protocols for reporting and investigating violent incidents. Each incident is investigated to ensure follow through and accountability. We also teach de-escalation skills to our hospital security teams, clinicians, and other frontline employees. As an added layer of protection, Renown Health has a first-rate security team that closely monitors activity on our campuses, addressing potential issues before they escalate. Our organization values our partnerships with community organizations including local law enforcement agencies like the Washoe County Sheriff’s Office and the Reno Police Department. Renown Health maintains a close relationship with these partners, and we alert them when our care teams experience an increase in violent incidents. I also recognize that workplace violence is a national problem that demands collaborative solutions. That’s why I am also proud to serve as a member of the American Hospital Association’s Hospitals Against Violence Advisory Committee. Nurses, doctors, paramedics, and frontline health workers care for us every day. It’s our responsibility to support them by ensuring they feel safe at work.

Read More About Addressing the Threat of Workplace Violence in Hospitals

Renown Health President and CEO Dr. Tony Slonim is in the running for national recognition for his innovation and leadership in healthcare here in northern Nevada. Tony Slonim, M.D., DrPH, FACHE, is on an elite list featuring 150 of the biggest and brightest names in healthcare, and is in the running to make Modern Healthcare’s 50 Most Influential Clinical Executives The 50 Most Influential People in Healthcare awards & recognition program honors individuals in healthcare who are deemed by their peers and the senior editors of Modern Healthcare to be paving the way to better health through their executive responsibility, leadership qualities, community service and achievements inside and outside of their organization. Dr. Slonim’s Leadership and Impact Dr. Slonim leads Renown Health’s charitable mission of “making a genuine difference in the health and well-being of the people and communities we serve,” based on the principles of caring, integrity, collaboration and excellence. Through his many efforts, the integrated healthcare system now includes four hospital campuses, 120 sites of primary, urgent and specialty care, affiliations with Stanford Medicine, the University of Nevada, Reno School of Medicine, St. George’s University in Grenada (SGU) School of Medicine, and a health plan that serves more than 160,000 members. He is also leading Renown’s approach to the evolving COVID-19 situation, helping Renown’s physicians and staff to enact the emergency preparedness plans Renown has been developing for weeks to create additional capacity for inpatients and to continue to deliver high quality care during the anticipated surge in COVID-19 cases in northern Nevada. Under Dr. Slonim’s leadership, the commitment, expertise and unparalleled care of the more than 7,000 caregivers and employees at Renown is ensuring our community is safe as we continue to monitor and respond to the changing situation. Local and National Scale A strategically motivated, outcomes-oriented physician executive, Dr. Slonim has advanced health and healthcare both at the local and national level. During his career at major healthcare organizations and academic institutions, he has developed a national profile as an expert in patient safety, accountable care, health care quality and innovative care delivery models focused on improving health within the community. He is an academic leader and tenured professor, holding appointments as clinical professor in the departments of internal medicine and pediatrics at the University of Nevada, Reno School of Medicine.  Dr. Slonim is the former chair of the American Hospital Association’s Systems Council representing more than 300 integrated health systems nationwide. In 2017, Dr. Slonim was appointed editor-in-chief of the American Association for Physician Leadership’s bi-monthly Physician Leadership Journal, having served as a life-long champion for advancing physician leadership, mentor-ship and peer coaching.   Dr. Slonim leads Renown Since joining Renown as CEO and President in July 2014, Dr. Slonim has completely reoriented northern Nevada’s largest locally governed, not-for-profit healthcare network. He launched a five-year strategic plan focused on population health and embraced the national triple aim initiatives of improving quality care and patient satisfaction while reducing costs.     Dr. Slonim works to establish a culture of health through innovation and transformation. He regularly convenes leaders, employees, doctors and community partners to work to improve care, and to fulfill a life-long vision of inspiring better health in our communities. He has raised funds to create Institutes of Child Health, Behavioral Health & Addiction, Healthcare Innovation and Healthy Aging. With a personal passion for population health, Dr. Slonim created the Institute for Healthcare Innovation and launched the nation’s first community-based, population health study that currently has more than 50,000 participants and is returning clinical results on the first three genetic conditions identified. The Healthy Nevada Project is a collaboration with global leader in environmental data, Desert Research Institute, and personal genomics company, Helix. The Healthy Nevada Project combines genetic, environmental, social and clinical data to address individual and community health needs with the goal of improving health across the state and the nation.     He has embarked upon a new strategic planning effort to position Renown Health to thrive in an ever-changing landscape. He has engaged Board members, physicians, community members and employees in a process that capitalizes on Renown’s strengths and continues to improve the health of the communities and people we serve. Looking beyond issues of competition and market share to the more fundamental questions of survival and sustainability, he aims to add value in a turbulent and continuously changing environment. Through his leadership, the organization has embarked upon a new strategic plan to “Exceed People’s Expectations for Access and Affordability.”

Read More About Dr Slonim a National Healthcare Leader