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22 <br /> These budget numbers assume that FSA continues to receive support from the Health <br /> Department's communications manager and from our Health Informatics Specialist. With that <br /> support, we will be implementing our evaluation plan. The evaluation plan has additional <br /> components that have more validity if they are done externally. <br /> Program & Navigator Coordinator <br /> - Academic and school-based programming (curriculum development, overseeing <br /> implementation) <br /> - Navigator program, including clinical supervision <br /> - New programs — e.g., oversee College Savings Accounts <br /> Community Liaison <br /> - Community event planning <br /> - Logistics (e.g., meeting minutes FSA, partner meetings) <br /> Community Engagement Coordinator <br /> - Leading community-driven strategy <br /> - Managing Advisory Council <br /> - Coordinating with partners and cultivating new partnerships <br /> EVALUATION <br /> For this reason, we have a partnership with UNC to evaluate the specific programming <br /> that FSA launches and to collect some neighborhood level data. Right now, this support is <br /> provided in-kind from UNC and we hope that between our partnership with the provost's office <br /> and with other funders, like Brady foundation, we will be able to fund this through external <br /> support. <br /> FUNDING SOURCES <br /> This is the make-up of our current funding sources. For comparison purposes, we have <br /> adjusted it to reflect the actual value of the in-kind evaluation support from UNC and to include <br /> what would have been the full cost of afterschool this year, which enables us to compare this <br /> year to future years. <br /> TOTAL ESTIMATED BUDGET <br /> We expect to continue to grow to meet the needs of families. What you see here is a <br /> range estimate of what this initiative is likely to cost over the coming 5 years. The range is <br /> driven by the % of families in poverty that the navigators are reaching, which will then have <br /> implications for the number of children we are serving within the pipeline. And just for some <br /> perspective, the typical Promise Neighbohood grant, which is the federal government's <br /> replication of HCZ, is 25 million over five years. <br /> You can see here the total budget for the past two fiscal years, and the county <br /> appropriation, which included $355,000 from the commissioners and $145,000 through the <br /> Health Department's budget. The county funded 38% of this budget. <br /> We expect that the commissioners will continue to want to be involved. As the budget <br /> grows, we will continue to seek external funding to support that growth. If the commissioners <br /> were to maintain their current funding percent, at 38%, then we show an estimate here of what <br /> that would look like over the next five years. <br /> And I expect there would be some stabilization in growth at the five-year mark, because <br /> we would now be at the full cost of serving children throughout elementary school. <br />