Health Disparity Reduction Plan

2024
 Table of Contents

Introduction

Utah County Vision, Mission, and Values

Background

Key Terms

Strategic Practices Framework for Reducing Health Disparities

Strategic Practice #1: Build Internal Infrastructure

Strategic Practice #2: Work Across Agencies

Strategic Practice #3: Foster Community Partnerships

Strategic Practice #4: Expand the Narrative of What Creates Health

References
 Introduction

Purpose:
Healthy People 2030’s top priorities include a goal to “eliminate health disparities,
achieve health equity, and attain health literacy to improve the health and well-
being of all” i . To better align with and track efforts to accomplish this goal, the
Utah County Health Department (UCHD) created the Health Disparities Reduction
Plan. Efforts to address health gaps and disparities have been ongoing but
require more comprehensive action. The Health Disparities Reduction Plan
intends to help UCHD leadership make decisions and establish procedures and
best practices to increase health and wellness outcomes in Utah County. The
plan’s purpose is to build internal infrastructure, work across agencies, foster
community partnerships, and expand the narrative of what creates health.

Evaluation and Enforcement:

The Quality Improvement Specialist will be responsible for reviewing and

updating this plan once a year in preparation for the next year. This update will
be informed by the Diversity & Language Assessment as well as the Community
Health Assessment. The plan will be enforced by the Health Department
Executive Staff and will be reviewed by them at least quarterly during Executive
Staff meetings.
 Utah County Health Department
Vision, Mission, and Values

Vision: Healthy People in Healthy Communities.

Promote health and prevent avoidable

disease and injury by monitoring the health
Mission: of our community, responding to public
health emergencies, and assuring
conditions in which all people can be
healthy.

Values: Careful, open, and fair consideration of the

concerns and cultural values of all people.
Excellence in science, communications,
collaboration, and operations.
Timely, effective, consistent, and
professional customer service.
Wellness, healthy lifestyles, and a safe and
healthful environment.
Partnerships with private and other public
organizations within our community.
 Background
Race/Ethnicity in Utah Countyiii

Utah County has a population of

White 80.2%
approximately 702,000ii

Latino/Hispanic 13.1%

Small areas with very high health

Asian 2% disparities in Utah Countyvi

Native Provo/BYU
Hawaiian/Pacific 1% Provo (West City Center)
Islander Provo (East City Center)

Other 1.9%

Small areas with high health

Black/African
0.9% disparities in Utah Countyvi
American

Orem (North)
American
Orem (West)
Indian/Alaskan 0.9%
Springville
Native

Top 3 Languages in Utah Countyiv

Portuguese 0.79%
Of those that speak
Spanish in Utah
Spanish 10.62%
County, 28.73% report
that they speak English
English 84.88% less than very well v.
0% 20% 40% 60% 80% 100%
 Key Terms

Community Health Worker (CHW):

A frontline public health worker who serves the community in culturally
appropriate ways. A CHW attends outreach events, connects individuals with
resources, helps with translation needs, and provides health education. Doing
this, they act as a liaison between health and social services and the community
to facilitate access to services and improve the quality and cultural competence
of service delivery vii.

Health Disparity:
A preventable health difference that adversely affects disadvantaged groups.
Health disparities are closely linked with social, economic, environmental and/or
geographic disadvantageviii.

Social Determinants of Health (SDOH):

The conditions in which people are born, live, learn, work, play, worship, and age
that affect a wide range of health outcomes and risksix.

Underserved Populations:
Groups that have limited or no access to health resources. These groups may
include people who are socioeconomically disadvantaged, have low English
proficiency, are geographically isolated, lack access to education, or are elderly,
disabled, or of racial/ethnic minoritiesx .
 Strategic Practices Framework
for Reducing Health Disparities

The Utah Department of Health and Human Services (Utah DHHS)

created the Health Equity Strategic Practices Framework as a tool for
xi
state, county, and local health leaders to reduce health disparities . The
framework is meant to provide guidance on implementing strategies to
better serve marginalized communities.
 Understanding the Strategic
Practices Framework for
Reducing Health Disparities

Focuses on building internal capacity within the

Building Internal agency. This includes expanding the capacity of
Infrastructure: agency services and establishing plans to
monitor and evaluate progress.

Emphasizes collaborating with state, local, and

Work Across Agencies: tribal leaders as well as healthcare systems.
Building these partnerships with diverse
stakeholders leads to improving population
outcomes and builds sustainability.

Involves supporting and engaging with

Foster Community community groups as well as establishing
Partnerships: transparent communication with the
community.

Expand the Narrative Focused on creating a shared vision with all staff
of reducing health disparities. All services,
of What Creates programs, and communications will be in line with
and promote this vision.
Health:
 Strategic Practice 1: Build Internal
Infrastructure

Goal 1: Improve language accessibility in all programs and services

UCHD should strive to improve language accessibility in all programs and services. This
can be achieved through one or more of the following proposed strategies:

Strategy 1: Hire a Spanish-speaking Public Information Officer

Strategy 2: Hire a Spanish-speaking communications employee
Strategy 3: Utilize an existing employee with time and experience to complete
translation for the communications team
Strategy 4: Utilize several existing employees with time and experience to form a
translation consulting team to complete translation requests sent to the
communications team
Strategy 5: Pursue funding to fill one of the above language accessibility positions
Strategy 6: Pursue funding to compensate employees that are certified medical
interpreters or speak a high demand language
Strategy 7: Provide Medical Interpretation Certification training, such as Bridging the
Gap, for current UCHD employees who speak another language
Strategy 8: Create a Spanish Terms Guide of preferred language options for Spanish
media materials
Strategy 9: Alter the communications request form to include a section that provides
the option to receive approval for English and Spanish media or request Spanish
translation of media
Strategy 10: Using data from the Diversity & Language Assessment, compile a list of
UCHD employees who have the skill and time to translate and distribute the list to
Division Directors
Strategy 11: Allocate funding from each division for language translation

Evaluation: Within one year, at least one of the proposed strategies will be
implemented. This will be evaluated by Executive Staff.
 Strategic Practice 1: Build Internal
Infrastructure

Goal 2: Have an internal Planning & Outreach Committee

Strategy: Assigned to Health Promotion & Prevention

Hold monthly Planning and Outreach Committee meetings to improve department

communication and collaboration across divisions. Additionally, these meetings will
provide cultural competency and health disparity reduction trainings to increase
UCHD’s effectiveness in reaching high-risk populations.

Evaluation: Within one year, at least 10 planning and outreach committee meetings
will be held. This will be evaluated by Health Promotion & Prevention Staff.

Goal 3: Conduct a yearly Diversity & Language Assessment (DLA)

Strategy: Assigned to Quality Improvement Specialist

Each year the DLA will be conducted department-wide to assess the status and
capacity of health equity strategic practices. This data will be used to inform program
and division improvements as well as the revision of this Health Disparity Reduction
Plan.

Evaluation: Within one year, conduct the DLA. This will be evaluated by the Quality
Improvement Specialist.
 Strategic Practice 1: Build Internal
Infrastructure

Goal 4: Promote diversity within UCHD

Strategy: Assigned to Program and Division Managers

UCHD will strive to hire qualified employees with diverse races/ethnicities, experiences,
and backgrounds. UCHD will also strive to hire employees who speak multiple
languages.

Evaluation: In the results of the DLA, increase the percentage of employees with
diverse races/ethnicities, experiences, and backgrounds to reflect the current
population demographics of Utah County. This will be evaluated by the Quality
Improvement Specialist.

Utilize data gathered from the Community

Goal 5: Health Assessment to address health disparities

Strategy: Assigned to Quality Improvement Specialist

The Community Health Assessment (CHA) for Utah County will be open continuously
for responses from the community. The data gathered from this assessment will be
analyzed on a yearly basis and used to inform UCHD programs and services. This data
will also be used to update this plan and assist in ongoing disparity reduction efforts.

Evaluation: Within one year, gather baseline data of health disparities present in the
community through the CHA to prepare for implementation. This will be evaluated by
the Quality Improvement Specialist.
 Strategic Practice 1: Build Internal
Infrastructure

Goal 6: Expand UCHD service hours outside of 8am–5pm

Strategy: Assigned to Executive Staff

Consider offering alternative office and clinic hours for programs and services utilized
by the community to accommodate clients’ availability.

Evaluation: Within one year, at least one program has expanded their hours outside of
8am-5pm. This will be evaluated by Executive Staff.
 Strategic Practice 2: Work Across
Agencies

Goal 1: Utilize partners to reach disparate populations

Strategy: Assigned to Executive Staff

UCHD should continue to foster and utilize community partnerships to better reach
disparate populations and spread awareness of UCHD programs and services.

Evaluation: Within one year, conduct the UCHD Partner Participation Survey and
gather baseline data of employees who agree or strongly agree that their
committees, coalitions and partnerships improve their ability to reach target
populations. This will be evaluated by the Quality Improvement Specialist.

Consider populations who experience health disparities

when developing, implementing, and evaluating
Goal 2: programs and services

UCHD should strive to address the health disparities that exist in the populations they
serve. This can be achieved through one or more of the following strategy options:

Strategy 1: Executive Staff will provide an annual training for UCHD employees on
developing, implementing, and evaluating programs and services with disparate
populations in mind
Strategy 2: Executive Staff will create or assign a team to create a best practice lens
for developing, implementing, and evaluating programs and services with disparate
populations in mind

Evaluation: Within one year, at least one of the proposed strategies will be
implemented. This will be evaluated by Executive Staff.
 Strategic Practice 2: Work Across
Agencies

Goal 3: Engage with Utah County Health Equity Coalition partners

Strategy: Assigned to Health Promotion & Prevention Staff

Health Promotion & Prevention Staff should strive to maintain Utah County Health
Equity Coalition partnerships to increase UCHD’s reach to address health disparities.

Evaluation: Within one year, hold 6 coalition meetings and maintain meeting
attendance at approximately 20 members per meeting. This will be evaluated by
Health Promotion & Prevention Staff as coalition leadership responsibilities are
transitioning to staff in this division.
 Strategic Practice 3: Foster
Community Partnerships

Goal 1: Build community trust

Strategy: Assigned to all UCHD employees

UCHD should strive to build trust between UCHD and the Utah County population by
working in the community to create tailored programs that address populations needs.

Evaluation: Within one year, gather baseline data through the DLA of employees who
agree or strongly agree that their division tailors programs to population needs. This
will be evaluated by the Quality Improvement Specialist.

Goal 2: Engage with the community

A significant part of reducing disparities includes improving accessibility to services

and facilitating means for the community to engage with UCHD services. This can be
achieved through one or more of the following proposed strategies:

Strategy 1: Ensuring forms, online material, and signage are in English and Spanish
Strategy 2: Offering digital and physical copies of surveys and community health
assessments for community involvement
Strategy 3: Focus outreach at community centers and gathering places of target
populations

Evaluation: Within one year, at least one of the proposed strategies will be
implemented. This will be evaluated by the Executive Staff.
 Strategic Practice 4: Expand the
Narrative of What Creates Health

All UCHD employees know the UCHD vision and

Goal 1: mission statement

Strategy: Assigned to Executive Staff

UCHD should strive to keep its mission and values at the heart of everything it does.
This begins by ensuring all employees know the mission and vision statement. This can
be accomplished by including the Mission and Vision statements in staff training
meetings as well as ensuring it is visible on the Hub.

Evaluation: Within one year, gather baseline data through the DLA of employees who
agree or strongly agree they know the UCHD vision and mission statement. This will
be evaluated by the Quality Improvement Specialist.

Goal 2: Utilize the UCHD Hub for training and onboarding

Strategy: Assigned to Program and Division Managers/Quality Improvement Specialist

The UCHD Hub should be used by all programs and divisions during the onboarding
process and throughout employment to receive additional training. On the Hub,
trainings to improve cultural competency, language accessibility, and disparity
reduction efforts will be posted.

Evaluation: Within one year, gather baseline data through the DLA of employees who
report they refer back to the UCHD Hub often or very often or used the Hub during
their onboarding process. This will be evaluated by the Quality Improvement
Specialist.
 Strategic Practice 4: Expand the
Narrative of What Creates Health

Use communication and promotional materials to

Goal 3: address health disparities

Strategy: Assigned to Communications Team

Address health disparities in UCHD branding, media, and other materials. The CHA and
Healthy Places Index can be used to determine which factors to address in these
materials.

Evaluation: Within one year, at least 10 social media posts posted by UCHD will
address health disparities. This will be evaluated by the communications team.
 References

i “Health Equity in Healthy People 2030.” Health Equity in Healthy People 2030 - Healthy
People 2030, health.gov/healthypeople/priority-areas/health-equity-healthy-people
2030.
ii “U.S. Census Bureau Quickfacts: Utah County, Utah.” U.S. Census Bureau,
www.census.gov/quickfacts/fact/table/utahcountyutah/PST045223.
iii “U.S. Census Bureau Quickfacts: Utah County, Utah.” U.S. Census Bureau,
www.census.gov/quickfacts/fact/table/utahcountyutah/PST045223. .
iv “Utah Language Data Report.” Utah Department of Health and Human Services,
healthequity.utah.gov/wp-content/uploads/Language-data-report.pdf.
v “Utah Language Data Report.” Utah Department of Health and Human Services,
healthequity.utah.gov/wp-content/uploads/Language-data-report.pdf.
vi “Utah Health Improvement Index 2022 Update.” Utah Department of Health and Human
Services, healthequity.utah.gov/wp-content/uploads/Utah-HII-2022-Update.pdf.
vii “Community health worker resources.” (2022, February 18). Centers for Disease Control
and Prevention. https://www.cdc.gov/chronicdisease/center/community-health
worker-resources.html
viii “Health Equity and Health Disparities Environmental Scan. Rockville, MD” (2022). U.S.
Department of Health and Human Services, Office of the Assistant Secretary for Health,
Office of Disease Prevention and Health Promotion. https://health.gov/sites/default/files/
2022-04/HP2030-HealthEquityEnvironmentalScan.pdf
ix “Social Determinants of Health.” Social Determinants of Health - Healthy People 2030,
health.gov/healthypeople/priority-areas/social-determinants-health.
x “Glossary.” Glossary | FEMA.Gov, www.fema.gov/about/glossary.
xi “Health Equity Strategic Practices Framework.” (2024). Utah Department of Health and
Human Services, Office of Health Equity.