Build Health Challenge Proposal

Purple Team

The University of Memphis

March 30, 2018 3720 Alumni Ave.
Memphis, Tennessee 38152
2018 Build Health Challenge Committee
The University of Memphis
3720 Alumni Avenue
Memphis, Tennessee 38152

Dear Build Health Challenge Committee:

We write to advocate for our BUILD Health Challenge proposal the 38106 Community
Health Connection. The five core principles of the challenge, including bold, upstream,
integrated, local, and data-driven, will be incorporated and evidenced throughout our proposal.
The socio-ecological theory for public health utilizes relationships, environments and
interactions to build capacity for change (Sacks, Yi and Nonas, 2015), which was the foundation
for implementation of our Build Health Challenge. The theory emphasizes various levels of
communication about health: individuals, churches, businesses, and non-profits to merge into
positive personal change and expectations from the community. This proposal describes the
community profile of the Longview Heights Community, which is zip code 38106, in Part I.
Then, we identify the community organizations that we will partner with in Part II. In Part III, we
detail the implementation plan of our two separate, but parallel Build Health Challenge
initiatives, Harvest for Health and Health on Wheels. Finally, we will discuss the anticipated
impact and timeline of our proposal in Part IV. Part V briefly concludes our proposal.
We thank you in advance for your thorough review of our proposal, and we hope you will
not hesitate to contact any of the undersigned individuals if you have further questions or
concerns. We look forward to hearing from you at your convenience.

Sincerely,
Angela Askew, M.P.H., Ph.D. candidate Rachel Barenie, PharmD., J.D./M.P.H candidate
Clarice Burnett, M.S.W. candidate Christine Lee, M.S.I.S. candidate
Keia Suttle, M.S.W. candidate


I. Community Profile
Upon identifying and reviewing the priority communities in the greater Memphis area
after (1) contacting the Community Planners in the Community Health Bureau of the Shelby
County Health Department (“SCHD”) and (2) mining data for various high-risk zip codes on the
Where We Live MidSouth website, we selected the Longview Heights Community for our Build
Health Challenge proposal, which is the 38106 zip code. The Longview Heights Community has
experienced great change over the past several decades with a long history of racial silos.
Before the Civil War Era, free African American Memphians were the poorest residents
that often had to compete with slaved African Americans for labor jobs (Early Memphis, n.d.).
Around the late 1870s, Robert Church, Sr. bought land on Beale Street that became an important
part of African American Memphians lives, and this development connected more African
Americans in the community (History of Memphis, 2018). A cycle, however, of Caucasian
residents moving from their original residences to different neighbors solely due to racism
continued in the 1950s (Lauterbach, 2016). The Longview Heights Community, too, was
significantly impacted by this trend due to racism and disparities in housing and employment.
Dr. Charles Champion, an 87-year-old business owner in 38106 for over sixty years, has
personally witnessed the economy decline over the decades, noting “money does not stay in our
community” (C. Burnett, personal communication, February 9, 2018).
Living in one of the poorest zip codes in Memphis, Durrell Brown, a resident of the
38106 area, spoke out to the Commercial Appeal about how he worries about his health and
nutritious food intake and struggles to maintain a healthy lifestyle (Charlier, 2018). Today, with
a total population of 24,640, the majority of persons living in this community are Black – nearly
96%, and the average life expectancy for a person in zip code 38106 is sixty-nine years old,
which is tied for the lowest life expectancy in the area (WhereWeLiveMidSouth, 2018). A
detailed profile of zip code 38106 is provided in Appendix A. Some of the barriers to health for
persons living in the Longview Heights community include (1) lack of access to nutritional food,
which likely results in the downstream prevalence of co-morbid diseases (Alviola, Nayga, &
Thomsen, 2013; Ober, et. al, 2008), and (2) a lack of access to transit (Arcury, et. al., 2005; Holt-
Lunstad, et. al., 2015; Mattson, 2011). Because of these community challenges, the initiatives we
propose will address four upstream determinants of health, including (1) food environment, (2)
education, (3) transportation, and (4) social isolation, through two initiatives.

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II. Partnership Profile

Our initiatives will require us to collaborate with diverse and dynamic partners in the
Longview Heights community, who are listed below.
A. Non-profit Partners
1. Gaston Park Library & Community Center
The Gaston Park Library and Gaston Park Community Center have co-located
community space and each already offers a variety of services (City of Memphis, 2018;
Memphis Public Libraries, 2018). We envision our partnership with the Gaston Park Library to
provide office space for personnel that will market using a mass text message system, Facebook,
and flyers to advertise the initiative. We envision the Gaston Park Community Center to provide
ground space for the community gardens, serve as the mailing address for all initiative-related
correspondence, and the host for Harvest Days. The library and community center will also be a
pick-up and drop-off site for the Health on Wheels initiative as well as the site for health
screenings and educational classes.
2. Memphis Tilth, specifically the Grow Memphis Initiative
The Grow Memphis Initiative sprouted from a community garden project in 2001
(Memphis Tilth, 2018). The first project’s goal was to join young and older community residents
together through the work of a community garden, which was a success and further replicated in
other neighborhoods (Memphis Tilth, 2018). This initiative provides garden supplies and training
needed to create a sustainable food source (Memphis Tilth, 2018). We envision Memphis Tilth’s
role to be the provider of seeds, equipment, and initial training to launch the community garden
at the community center.
3. Knowledge Quest (“KQ”)
Knowledge Quest is a non-profit organization promoting youth development in the 38106
and 38126 area codes (Knowledge Quest, 2018). They operate through four services, two of
which we will partner with. The Family Stability Initiative, housed in Gaston Community
Center, provides wraparound services to families of the youth in their after school program
(Knowledge Quest, 2018). The Green Leaf Learning Farm, located at the KQ main site is where
they keep their community garden, the center of their efforts around community development
and education for the children. We envision our partnership with Knowledge Quest and The
University of Memphis’ Lifelong Initiative for Family Empowerment (LIFE) program, delivered

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through Knowledge Quest, will connect us with families to begin our initiative, a location for our
community garden (at Gaston Community Center), and assistance with the classes and
educational portions that our initiative entails. A letter of support from the leadership of
Knowledge Quest is included in Appendix B.
4. New Hope Church & St. Augustine Church
The New Hope Baptist Church of Memphis and St. Augustine Catholic Church are both
non-profit organizations located at opposite ends of the 38106 zip code area (About Us, n.d.).
We envision both New Hope Church and St. Augustine Churches’ roles in these initiatives to
serve as locations for a pick-up and drop-off stop for the transportation routes.
B. Health Systems
1. Memphis Health Center
The Memphis Health Center has various locations to provide services for patients in both
Shelby and Fayette Counties in Tennessee (Memphis Health Center, 2018). Most notably, the
Memphis Health Center offers a variety of clinical services while also being situated in the
38106 zip code (Memphis Health Center, 2018). We envision the Memphis Health Center to
have a lead role in securing providers to lead health screenings at the Harvest Days, as well as
participating in the cooking classes hosted at the Gaston Park Library and Community Center.
2. Champion’s Pharmacy & Herb Store
Champion’s Pharmacy & Herb Store has been located on Elvis Presley Boulevard since
1981 (Champion’s Pharmacy, 2018). Patients not only go there to refill their medications, but to
seek counseling and advice about a range of ailments that may be plaguing them. We envision
our partnership with Champion’s Pharmacy & Herb Store’s role in these initiatives to be
supporting their pharmacists to lead the screenings at the Harvest Days, as well as participate in
the cooking classes hosted at the Gaston Library and Community Center.
C. Shelby County Health Department (“SCHD”)
We envision partnering with both The Health and Wellness division and The Pollution
Control Division of the SCHD (Air Quality Improvement, 2018; Health and Wellness, 2018).
Our partnership with the Health and Wellness branch will assist us with outreach, health fairs (in
which they provide items draw string bags and health education. Our partnership with the Air
Quality Improvement Branch will assist us with outreach and serve as our community partner for
the transportation initiative, purchasing our VRIDE vans through this department with the cost

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being subsidized for the duration of our partnership (Memphis Area Rideshare Program, 2018).
A letter of support from the SCHD is provided in Appendix C.
D. For-profit Partners
Each for-profit business partner expressed interest in contributing to these initiatives
because they will benefit the health of residents, which fulfills the requirement of community
collaboration leading to positive results (Gavin, Seeholzer, Leon, Chappelle, & Sehgal, 2015).
We envision partnering with Collins Barber & Style Shop, Juanita’s Style & Barber Salon, and
Murray’s Barber Shop because research has shown barber and beauty salons can be strategic
community sites for distribution and promotion of health information (Lieberman & Hager,
2006). All of these barber shops are located in 38106, have strong ties to the community, and
even, according to Mr. Murray, have recognition of the overrepresentation of fast food in the
area (C. Burnett, personal communication, February 9, 2018; Collins, 2018; Murray’s Barber
Shop, 2018). Additionally, we plan to partner with Coletta’s Restaurant, which is located at 1063
S. Parkway East (Colletta’s, 2018). We envision all of these partners providing incentives that
will be awarded to initiative participants at Harvest Days, as well as contribute to the
sustainability of these initiatives.
III. Implementation Plan
A. Harvest for Health Program
The first initiative we propose is titled Harvest for Health and will address the upstream
health problem of the food environment and limited education of its importance in the Longview
Heights Community. The program involves planting a community garden at the Gaston
Community Center with help from our partners, which addresses the limited access to nutritious
food and research supports its effectiveness (Armstrong, 2000; Guitart, Pickering, & Byrne,
2012). We selected this program because research into the community revealed there are no
grocery stores in 38106, thus the access to fresh food is incredibly limited. The food that is
available is primarily fast food, either served at chains or gas stations. A list of available food
sources in provided in Appendix D.
1. Community Garden
The main partners for the community garden are (1) the Gaston Community Center, (2)
Memphis Tilth, and (3) Knowledge Quest. Our partner Memphis Tilth will provide the (1) first
year tools, supplies, and infrastructure, (2) seasonal seeds and starter plants, and (3) training for

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community members on garden maintenance. Seasonal fruits and vegetables that are most
conducive to that time of year will be planted at various times throughout the year. There are
many resources that provide guides detailing the best produce to grow for different times of the
year, which will all be used as resources, in addition to those provided by Memphis Tilth
(Winston, n.d.; Sams, n.d.). Our partner, the Gaston Community Center, will provide the space to
plant the garden, which will be approximately 200 square feet. LIFE, will provide us with a list
of the high-risk families in the Longview Heights Community that would benefit from our
initiative. We will invite families we connect with via LIFE to participate in the planting and
upkeep of the garden, in addition to paid High School Students hired prior to program launch. On
January 5, 2019, we will host our initial planting day and perform required garden maintenance
to launch the initiative. In the interim between planting and harvesting, we will have garden up-
keeping which will consist of the following tasks: (1) maintaining soil levels, (2) pulling weeds,
(3) routine watering, (4) tilling, and (5) general monitoring of the growth process.
2. Harvest Days & Community Festivals
The main partners that we will collaborate with for Harvest Days include (1) Gaston
Community Center, (2) Memphis Health Center, (3) Dr. Champion’s Pharmacy, and (4) the
Health and Wellness Section of the Shelby County Health Department. Our Harvest Days will be
open to the entire community, but those individuals who have tended the garden will have first
priority at Harvest Day for produce grown, as well and as receive a small incentive gift card. The
Harvest Days will consist of (1) harvesting the produce from the gardens, (2) health screenings
and education provided by physicians from the Memphis Health Center and pharmacists at Dr.
Champions Pharmacy, and (3) cooking demonstrations using the same type of produce grown in
the garden to teach participants how to make nutrient-dense meals. We anticipate the following
Harvest Days over the course of the two years: March 30, 2019; June 29, 2019; September 28,
2019; January 4, 2020; April 4, 2020; July 11, 2010; and October 10, 2020. In addition to the
aforementioned Harvest Days, we will host an annual community festival to engage our for-
profit partners and raise money to ensure these initiatives are sustainable after the two year
implementation period.
3. Educational Component
The program will be operated with the main partners that include (1) Gaston Community
Center, (2) Memphis Health Center, and (3) Dr. Champion’s Pharmacy. To optimize access to

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fresh vegetables, screening for chronic diseases, and education to help intervene on modifiable
risk factors, we intend to invite providers at the Memphis Health Center, pharmacists from Dr.
Champion’s Pharmacy, and providers from the Health and Wellness Section of the SCHD to
provide screenings and educational programs on our harvest days.
B. Health on Wheels Initiative
The second initiative we propose is titled Health on Wheels and will address the
challenges with limited access to transit in the community and social isolation. The program
involves pioneering a transportation service in the community that addresses the gap in services
for persons traveling to appointments, filling prescriptions, and access to grocery stores. The
main partners that the program will be operated with include: (1) Shelby County Health
Department, (2) Gaston Park Community Center, (3) New Hope Church, and (4) St. Augustine
Church. We selected this program for three reasons. First, persons living in the zip code have the
highest percentage of limited access to medical transit in the greater-Memphis area
(WhereWeLiveMidSouth, 2018). Second, persons living in this zip code live the furthest away
from a health system (WhereWeLiveMidSouth, 2018). Finally, because there are no grocery
stores in 38106 and it is more feasible to pilot a transit program than build a grocery store from
the ground up, persons living in the community will have improved access to nutritious food.
We will be working with the SCHD, specifically the Air Quality Improvement Branch,
which has an established program with (1) the Memphis Area Ride Share and (2) VanPool with
Enterprise. We will have a monthly contract with the Shelby County Health Department
Memphis Area Ride Share program to rent two 14-passenger vans over the course of two years.
The insurance, roadside assistance, and full service maintenance and upkeep of the vans are
provided in this service. The insurance covers the drivers and riders, in which auto liability,
uninsured motorist, and physical damage is included. The Graduate Assistants will be the
persons driving the vans on the pilot schedules detailed in Appendix E.
We will utilize Van #1 to take persons in zip code 38106 to Wal-Mart in Whitehaven,
Tennessee. The stops on this 22-mile route include the following in this order: the Gaston Park
Community Center, St. Augustine Church, New Hope Church, Wal-Mart, New Hope Church, St.
Augustine Church, Gaston Park Community Center. We will utilize Van #2 to take persons in
zip code 38106 to doctor’s appointments, pharmacy visits, and other health-related needs. The
anticipated stops on this route include Dr. Champion’s Pharmacy, Memphis Health Center, CVS,

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Walgreens, doctor’s offices in in 38105 and 38116. We will limit our radius to locations where
persons in 38106 have appointments, pick-up prescriptions, etc.
C. Personnel
1. Director (1)
We will hire one Director for the 38106 Community Health Connection who will be
responsible for overseeing both initiatives, and the position will have an accompanying salary of
$52,500 per year. The Director will be expected to work 40 hours per week. The minimum
qualifications include: (1) three years of experience working in health promotion, education or
nutrition, and (2) a master’s degree in public health, public health administration, or social work.
The duties and responsibilities of the Director will include: (1) individual counseling, education,
and support for a healthy lifestyle; (2) mobilizes initiatives across 38106; (3) informs, educates,
and empowers persons to live healthy lifestyle; (4) plans quarterly Harvest Days; (5) provides
technical assistance to Graduate Assistants, Practicum Students, and High School Students; (6)
educates and informs partners on the implementation of the initiatives; (7) engages in media
outreach to promote Harvest for Health and Health on Wheels initiatives; (8) reviews and
analyzes evaluation surveys; (9) manages funding for the initiatives; and (10) other necessary
duties.
2. Graduate Students (4)
i. Graduate Assistants (2)
We will hire two Graduate Assistants for the 38106 Community Health Connection who
will be responsible for operating the vans for the “Health on Wheels” initiative, as well as any
other additional activities necessary, and the position will have an accompanying salary of
$14,400 per year. The Graduate Assistants will be expected to work 20 hours per week and will
report to the Director. The minimum qualifications include: (1) valid driver’s license; (2) clean
driving record; (3) be enrolled in a University of Memphis master’s program; and (4) perform
duties asked by the Director.
ii. Practicum Students (2)
We will hire two Practicum Students for the 38106 Community Health Connection who
will be responsible for coordinating Harvest Days, reviewing participant evaluations, posting on
social media, promoting the programs to the community, maintaining the community garden, as
well as any other additional activities necessary, and the position will have an accompanying

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salary of $5,000 per year. The Practicum Students will be expected to work 20 hours per week
and will report to the Director. The minimum qualifications include: (1) be enrolled in a
University of Memphis master’s program; and (2) be in good standing in that master’s program.
3. High School Students (5)
We will hire five High School Students for the 38106 Community Health Connection
who will be responsible for executing Harvest Days, promoting the programs to the community,
maintaining the community garden, as well as any other additional activities necessary, and the
position will have an accompanying pay rate of $10 per hour. The minimum qualifications
include: (1) be enrolled in High School in the 38106 zip code (listing attached in Appendix F);
and (2) be in good standing at that school.
D. Budget Breakdown
The budget will allocate funds for administration and personnel, office space, tools and
supplies for each program, other services that are needed to operate the two programs,
maintenance and upkeep of our initiatives, as well as events for sustainability for operation after
the two-year budget. A detailed breakdown of the budget is included in Appendix G.
Budget Category Direct Support Non-Direct Support Total
Personnel 71,900 10,000 81,900
Other Direct Costs 121,000 -- 121,000
Purchased Services 22,600 -- 22,600
Indirect Costs 24,500 -- 24,500
Total (per year) 240,000 10,000 250,000
IV. Impact
We believe that the 38106 Community Health Connection initiatives will significantly
improve peoples’ lives in the Longview Heights Community. The 38106 Community Health
Connection initiative will address four upstream health challenges through the Harvest for
Health and Health on Wheels programs, including (1) food environment, (2) education, (3)
transportation, and (4) social isolation. A timeline detailing the initiatives, including evaluation
execution, is provided in Appendix H. Our two-pronged approach targets the most impactful
methods of intervention on the Health Impact Pyramid (Frieden, 2010) as discussed below.
A. Impact Pyramid
The Health Impact Pyramid reaffirms our belief that the 38106 Community Health

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Connection will make meaningful change in the community. The Health Impact Pyramid is a
pyramid that categorizes the various levels of impact certain types of initiatives and programs
will have (Frieden, 2010). As depicted by the pyramid provided in Appendix XX, the most
impactful initiatives are those targeting “socioeconomic factors,” “changing . . . [the]
individual’s default decision,” and – albeit the least impactful, but still included – includes
“counseling and education” (Frieden, 2010). Our two-pronged approach targets the most
impactful methods of intervention on the pyramid. First, the Harvest for Health initiative strives
to “chang[e] . . . [the] individual’s default decision” through cultivating community gardens and
ultimately change a person’s default food choice from fast food to fresh food. Second, the Health
on Wheels initiative targets a socioeconomic factor of poverty that results in a person’s inability
to afford transportation. Both initiatives are bolstered with education and counseling, also having
impact that will take place at the Harvest Days and cooking classes at the community center.
B. Metrics of Success
In order to evaluate the progress of the programs and whether they are meeting
community needs, we plan to illicit feedback through cross-sectional surveys that will be written
at a fifth grade reading level, which is consistent with the United States statistics for reading
literacy levels for adults (Literacy Mid-South, 2018). The following details information about
what the surveys are intended to capture, when and where the surveys will be administered, and
who will evaluate the surveys. All surveys will be administered voluntarily.
1. Harvest for Health Evaluation
The Harvest for Health Evaluation is intended to measure the effectiveness of the
Harvest for Health initiative. This evaluation will be administered at Harvest Days, and an
example of the evaluation is included in Appendix I. The metrics for success to be evaluated in
this survey include: (1) participant’s perception of access to nutritious food in the community,
(2) eating habits, (3) participant’s perception overall health and wellbeing, (4) feeling of
connectedness to the community, (5) knowledge and awareness of the initiative.
2. Health on Wheels Evaluation
The Health on Wheels Evaluation is intended to measure the effectiveness of the Health
on Wheels initiative. This evaluation will be administered daily during the first week of the
second month of this initiative. We will provide the evaluation and small pencils to participants
in the transportation program during their rides during that week. An example of the evaluation

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is included in Appendix J. The metrics for success to be evaluated in this survey include: (1)
compliance with healthcare-related appointments and prescriptions, (2) accessibility and ease of
utilizing the Health on Wheels transportation service, (3) suggestions for future locations, pick-
up points, and drop-off points. The goal of the Health on Wheels program is to measure a 10%
increase in compliance with appointments and prescriptions.
3. 38106 Community Health Connection Evaluation
The 38106 Community Health Connection Evaluation is intended to measure the overall
effectiveness of both programs. This evaluation will be administered after each year to the
Director, Graduate Assistance, Practicum Students, High School Students, and community
partners. An example of the evaluation is included in Appendix K. The goal of the 38106
Community Health Connection Evaluation is to review (1) what was successful about the
program (2) what was not successful, (3) did the person completing the evaluation feel they
made a meaningful contribution, (4) community connectedness
C. SWOT Analysis
In order to preemptively better understand the interworking of our program and anticipate
later challenges, we performed a pre-launch SWOT analysis. A SWOT analysis evaluates the
strengths, weaknesses, opportunities, and threats of a program (Pickton & Wright, 1998). The
initiatives’ strengths include (1) having financial resources to fund the initiatives and (2) having
local community institution support. The initiatives’ weaknesses include (1) coordinating the
complex initiatives simultaneously and (2) their heavy dependencies on partners. The initiatives’
threats are (1) lower costs for grocery deliveries and (2) added bus stops in the 38106 zip code
area. The initiatives’ opportunities are to (1) provide more trips to medical specialist
appointments and (2) introduce exercise classes during Health Days. Upon receipt of the
evaluations, which some will be sooner and some later, we will compare the results as they
become available with our original SWOT analysis and tailor the initiatives appropriately prior
to the subsequent implementation.
V. Conclusion
At the heart of the 38106 Community Health Connection initiative is the idea—as Paulo
Freier coined—to “start where the people are” (Review, 2018), which is demonstrated in Harvest
for Health and Health on Wheels initiatives.

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Table of References
About Us (n.d.). New Hope Baptist Church of Memphis. Retrieved March 25, 2018 from
http://www.anewhope4u.com/about-us.
About Us (n.d.). Saint Augustine Catholic Church. Retrieved March 25, 2018 from
http://www.staugustinememphis.net/about-us.html.
Shelby County Health Department: Air Quality Improvement. Retrieved March 25, 2018 from
http://tn-shelbycountyhealth.civicplus.com/162/Air-Quality-Improvement
Arcury, T. A., Preisser, J. S., Gesler, W. M., & Powers, J. M. (2005). Access to transportation
and health care utilization in a rural region. The Journal of Rural Health, 21(1), 31-38.
Alviola, P. A., Nayga, R. M., & Thomsen, M. (2013). Food Deserts and Childhood
Obesity. Applied Economic Perspectives & Policy, 35(1), 106-124.
Armstrong, D. (2000). A survey of community gardens in upstate New York: Implications for
health promotion and community development. Health & place, 6(4), 319-327.
Champion’s Pharmacy & Herb Store. Retrieved March 24, 2018 from
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Charlier, T. (2018). Death by ZIP code: In Shelby County, life expectancy varies up to 13 years
depending on where you live. Commercial Appeal. Retrieved March 24, 2018 from
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City of Memphis, Gaston. Retrieved March 24, 2018 from
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_centers/gaston/.
Colletta’s Restaurant. Retrieved March 24, 2018 from http://www.colettas.net.
Collins Barber and Barber Shop. Retrieved March 24, 2018 from
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Early Memphis (n.d.). The Benjamin L. Hooks Institute for Social Change. Retrieved March
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Garden to Table Memphis! (2017). Memphis Tilth. Retrieved March 24, 2018 from
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Mattson, J. (2011). Transportation, distance, and health care utilization for older adults in rural
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Review of Paulo Freier’s Books. Retrieved march 26, 2018 from
http://fcis.oise.utoronto.ca/~daniel_sc/freire/bq.html.
Sacks, R., Yi, S. S., & Nonas, C. (2015). Framing health matters. Increasing access to fruits and
vegetables: Perspectives from the New York City experience. American Journal of Public
Health, 105(5), 29-37.
Sams, D.W. (n.d.). Guide to Spring-Planted, Cool-Season Vegetables. Agricultural Extension
Service The University of Tennessee. Retrieved March 24, 2018 from
https://extension.tennessee.edu/publications/Documents/SP291-O.pdf.
Where We Live MidSouth. Retrieved February 24, 2018 from
http://www.wherewelivemidsouth.org/#ms:0:7e9697.
Winston, R. (n.d) Growing Vegetables in Minigardens. Tennessee State University. Retrieved
March 24, 2018 from

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http://www.tnstate.edu/extension/documents/GrowingVegetablesinMiniGardensContaine
rs.pdf.
1968, The Sanitation Workers and Dr. King (n.d.). The Benjamin L. Hooks Institute for Social
Change. Retrieved March 24, 2018 from http://www.memphis.edu/benhooks/mapping-
civil-rights/early-memphis.php.

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Table of Appendices

Appendix A – Detailed Community for Zip Code 38106

Appendix B – Letter of Support from Knowledge Quest

Appendix C – Letter of Support from the Shelby County Health Department

Appendix D – Food Sources in Zip Code 38106

Appendix E – Van Pilot Schedules

Appendix F – Schools in Zip Code 38106

Appendix G – Budget Breakdown

Appendix H – Project Timeline

Appendix I – Harvest for Health Evaluation

Appendix J – Health on Wheels Evaluation

Appendix K – 38106 Community Health Connection Evaluation

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Appendix A – Detailed Community for Zip Code 38106 (WhereWeLiveMidSouth, 2018)

Type of Indicator Description 38106 Zipcode Average

Statistic Statistic
Demographic Total population 24,640 13,346
Demographic Percent black 96% 41%
Demographic Poverty Rate (total) 39.86%
Demographic % below poverty 14 and under 11.19% 7%
Demographic % below poverty 15-17 2.26% 1%
Demographic % below poverty 18-24 5.07% 3%
Demographic % below poverty 25-34 4.67% 3%
Demographic % below poverty 35-44 3.6% 2%
Demographic % below poverty 45-54 5.2% 3%
Demographic % below poverty 55-64 4.31% 2%
Demographic % below poverty 65 and older 3.56% 2%
Demographic % of white population with 33.12% 17%
income below poverty
Demographic % of black population with 40.20% 30%
income below poverty
Community Development % of developed parcels 71.90% 88%
Indicators
Community Development % of vacant parcels 28.10% 12%
Indicators
Housing Indicators Median Home Price 54,4000 119,264
Housing Indicators Housing Density 472.89 388
Transportation % of streets with sidewalks 52.34% 34%
Transportation Bicycle friendliness 0.25 3
Transportation Miles of MATA per square mile 1.73 4
Transportation Bus ridership 44.25 86
Transportation Walkability 5.96 12
Environment Open space 1.56 4
Economy and Jobs % change in poverty value 2004- -10.98% 21%
2014
Economy and Jobs % of population receiving food 41.8% 23%
and nutrition services
Economy and Jobs % Unemployed 31.24% 13%
Economy and Jobs % of low and moderate income 3.41% 38%
jobs
Economy and Jobs Median income: Black $22,243 $36,005
Economy and Jobs Median household income $22,707.00 $44,806
Education Distance to nearest elementary 1.49 miles 8 miles
school
Education Distance to nearest middle school 1.52 miles 11 miles
Education % with no diploma 2.99% 2%
Community Engagement Distance to nearest park 0.77 miles 9 miles

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Community Engagement Distance to nearest community 3.06 miles 22 miles

gardens
Community Engagement Distance to nearest farmers 2.92 miles 14 miles
market
Community Engagement Libraries 2.37 miles 14 miles
Community Engagement Distance to nearest community 2.65 miles 15 miles
center
Health & Safety % Receiving Medicaid 38.79% 23%
Health & Safety Distance to nearest hospital 4.57 miles 14 miles
Health & Safety Heart disease mortality rate 281 204
Health & Safety Diabetes mortality rate 47 27
Health & Safety Life expectancy 69 years 76 years

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Appendix D – Food Sources in Zip Code 38106

I. Gas Stations
A. BP Gas Station
1374 Elvis Presley Blvd.
Memphis, TN 38106
B. Quick Mart Citgo
1474 S 3rd St
Memphis, TN 38106
C. Marathon Gas
2260 Elvis Presley Blvd
Memphis, TN 38106
(901) 942-6100
D. Marathon Gas
8 S Pkwy E.
Memphis, TN 38106
(901) 775-1005
E. Exxon
1335 S Bellevue Blvd,
Memphis, TN 38106
(901) 774-0468
F. Millennium Food Mart
946 S Pkwy E,
Memphis, TN 38106
(901) 946-1807
G. Shell
221 E McLemore Ave,
Memphis, TN 38106
(901) 946-4600
H. Z and H Market
8 S Pkwy E,
Memphis, TN 38106
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(901) 775-1005
I. Elvis Presley Food and Fuel
2468 Elvis Presley Blvd,
Memphis, TN 38106
(662) 563-4604
J. VALERO
583 S Pkwy E,
Memphis, TN 38106
(901) 948-5050
K. Taylor Amoco Services
1393 Mississippi Blvd,
Memphis, TN 38106
(901) 775-2841
L. Exxon
833 South B.B. King Boulevard,
Memphis, TN 38106
(901) 800-1797
M. MAPCO Mart
2454 Elvis Presley Blvd,
Memphis, TN 38106
(901) 947-4609
II. Fast Food Restaurants
A. KFC
869 S 3rd St,
Memphis, TN 38106
(901) 947-6839
B. Taco Bell
826 S 3rd St,
Memphis, TN 38106
(901) 948-5008
C. Church’s Chicken

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2275 Elvis Presley Blvd,

Memphis, TN 38106
(901) 948-2995
D. Long John Silver’s
826 South B.B. King Boulevard,
Memphis, TN 38106
(901) 948-5008
III. Dollar Stores
A. Family Dollar
1107 S Bellevue Blvd,
Memphis, TN 38106
(901) 775-2755
B. Family Dollar
2500 Elvis Presley Blvd,
Memphis, TN 38106
(901) 774-1672
C. Family Dollar
180 E E.H.Crump Blvd,
Memphis, TN 38106
(901) 942-7593
IV. Quick Store
A. Quick Stop
1571 E Person Ave,
Memphis, TN 38106
(901) 946-3001
V. Convenience Stores
A. Easy Shop
2639 Elvis Presley Blvd,
Memphis, TN 38106
(901) 946-3371
B. Low Cash Grocery

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608 E Trigg Ave,

Memphis, TN 38106
(901) 775-0331
C. Sandra’s Neighborhood Grocery
1554 Wilson St,
Memphis, TN 38106
(901) 774-1946
D. In & Out Market
742 S Pkwy E,
Memphis, TN 38106
(901) 614-9068
E. Shop & Save
1006 S 3rd St,
Memphis, TN 38106
(901) 775-911
F. Mclemone Express Mart
1252 E McLemore Ave,
Memphis, TN 38106
(901) 948-5808
G. Neighborhood Grocery & Deli
1143 Walker Ave,
Memphis, TN 38106
H. Mississippi Corner Grocery
1323 Mississippi Blvd
Memphis, TN 38106
I. Walgreens
1130 S Bellevue Blvd,
Memphis, TN 38106
(901) 946-3676
J. A&G
1499 S Lauderdale St,

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Memphis, TN 38106
(901) 774-3806
K. Neighborhood Grocery
1362 S Main St,
Memphis, TN 38106
(901) 942-2600
L. King Discount
2251 Elvis Presley Blvd,
Memphis, TN 38106
(901) 618-2414

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Appendix E – Van Pilot Schedules

Van #1 Pilot Schedule:

Day Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Week 1 Van #1 Van #1
Week 2 Van #1 Van #1
Week 3 Van #1 Van #1
Week 4 Van #1 Van #1
Week 5 Van #1 Van #1

Van #2 Pilot Schedule:

Day Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Week 1 Van #2 Van #2 Van #2 Van #2
Week 2 Van #2 Van #2 Van #2 Van #2
Week 3 Van #2 Van #2 Van #2 Van #2
Week 4 Van #2 Van #2 Van #2 Van #2
Week 5 Van #2 Van #2 Van #2 Van #2

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Appendix F – Schools in Zip Code 38106

I. Senior High Schools
A. Middle College High
750 E Pkwy S.
Memphis, TN 38106
901-416-4550
B. Hamilton High School
1363 E Person Ave.
Memphis, TN 38106
(901) 416-7838
C. GRAD Academy
1880 Prospect St.
Memphis, TN 38106
(901) 206-8848
D. Veritas College Preparatory Charter School
1500 Dunn Ave.
Memphis, TN 38106
(901) 526-1900
E. The Soulsville Charter School (also a Middle School)
1115 College St.
Memphis, TN 38106
(901) 261-6366
II. Middle Schools
A. Hamilton Middle School
1478 Wilson St.
Memphis, TN 38106
(901) 416-7832
B. KIPP Memphis Preparatory Middle
2230 Corry Rd #201
Memphis, TN 38106
(901) 452-2682

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Appendix G – Budget Breakdown

I. Personnel
Personnel funds will be used to support a Director, two Graduate Assistantships, and two
Practicum Students.. In addition to the direct personnel qualified high school seniors and juniors
will be compensated for up keep of the garden and other additional activities.
A. Direct Support
1. Master’s Level Executive Director (1) ($52,500/year)
2. Graduate Assistantship per graduate assistant (2) ($14,400/year)
3. Practicum Students (2) ($5,000/year)
B. Non-Direct Support
1. Longview Heights High School Students ($200/week worked for a
total of 2000 per student (sponsored for 5 students = 10,000)
II. Other Direct Costs
The direct cost funding will be used to support the office of the neighborhood community
branch. In addition to office space, direct cost covers utilization fees for the community centers
where the programs will be administered. In addition, office supplies and educational materials
that will be needed for program projects are included in this budget.
A. Office Space ($16,000/year)
1. Location: Gaston Park Community Center
2. $75.00 per hour for 4 hours each use for the duration of 44 weeks within
the year. In addition to Saturday usage ($13,200)
B. Office Supplies ($27,000/year)
1. Educational Materials
i. Hot plate
ii. Printing costs for recipes
iii. Knives
iv. Spices
v. Cutting board
vi. Pamphlets
2. Copy machines and printers
3. Office phones
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i. Monthly for 3 Phones

4. Pens, paper, etc.
C. Food for Meals and Program demonstrations / Education and Training
1. $350.00 per week for 44 weeks ($15,400)
2. Weekly Collaborations with Gaston Library
D. Community Harvest Expenses ($8,600/year)
1. First Year Harvest
i. MLGW( Water and Utilities)
ii. Fence for garden
iii. Tools Not Provided by Memphis Tilth
2. Second Year Harvest for Health Tools
i. Tools for Garden
ii. MLGW
iii. Fertilizer
iv. Miracle Grow
v. Soil
E. Health on Wheels Dodge Sprinter Van Rentals
1. 2 Van Rentals with Shelby County Memphis Area Rideshare Subsidy
i. $2,100 per month – $500 per month = $1700 per van = $3,400
ii. $3,400 *12 months = $40,800 per year for 2 vans
III. Purchased Services
Purchased services funding will be used to fund healthy cooking staff, van rentals and
mileage, food for sponsored events, as well as security for after hour Saturday events.
A. Food Preparation Staff (2 staff)
1. Longview Heights Community Chef $15.00 per hour for 6 hours per week
for 6 events (6 weeks) per staff = $1,080 estimated to $1,100.
B. Lawn Service for Community Garden
1. Professional Lawn Service (Grass Cutting and Upkeep)
i. Grass Cutting and Lawn Upkeep Twice Per month = $125.00
*2 = $250 for 12 months = $250*12 = $3,000 per year
C. Van Rental (2 vans)

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1. Community Van driver $10.00 per hour for 6 hours for 88 utilization days
= $10,5601
2. Mileage Fees Estimated 1,050 miles per month
i. Mileage Rate Per Gallon = 18.9 miles per gallon (25,200 miles per
year ) = 1,333 estimated to 1,400 gallons per year
ii. 1,400 gallons x $3.00 per gallon = $4,200 per year
iii. $540.00 minor maintenance allowance for van upkeep.
D. Imperial Security Guard for Saturday Events (Harvest and Community Health/
Late Van Runs)
E. Community Runs and Events $12.00 per hour for 6 hours = $72.00 for 44 Days of
utilization = $3,168 estimated to $3,200
IV. Indirect Costs
The annual community festival that will be sponsored each year along with community
outreach cost (fundraising and sustainability).
A. Community Festival
1. Food ($5,000.00)
2. Incentives for events (gift cards, bus passes etc.) ($3,500.00)
B. Fund Raising
1. Food ($5,000.00)
2. Incentives for events (gift cards, bus passes etc.) ($3,000.00)
C. Outreach
1. Flyers, Radio Broadcasting ($8,000.00)

1
This is just in case we need extra drivers in case there are conflicts in schedules as a result of our man-power
coming from graduate students who have classes.
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ID Task Task Name Duration Start 2018 2019 2020 2021
Mode Jan Apr Jul Oct Jan Apr Jul Oct Jan Apr Jul Oct Jan
1 Harvest Days 532 days Tue 1/1/19
2 Harvest Evaluation #1 0 days Sat 3/30/19 3/30

3 Harvest Evaluation #2 0 days Sat 6/29/19 6/29

4 Harvest Evaluation #3 0 days Sat 9/28/19 9/28

5 Harvest Evaluation #4 0 days Sat 1/4/20 1/4

6 Harvest Evaluation #5 0 days Sat 4/4/20 4/4

7 Harvest Evaluation #6 0 days Sat 7/11/20 7/11

8 Harvest Evaluation #7 0 days Sat 10/10/20 10/10

9 Rider Trips 198 days Sat 3/30/19

10 Rider Evaluation #1 0 days Sat 3/30/19 3/30
11 Rider Evaluation #2 0 days Sat 6/29/19 6/29
12 Rider Evaluation #3 0 days Sat 9/28/19 9/28
13 Rider Evaluation #4 0 days Sat 12/28/19 12/28

14 Health Days 408 days Sat 3/30/19

15 Health Evaluation #1 0 days Sat 3/30/19 3/30

16 Health Evaluation #2 0 days Sat 9/28/19 9/28

17 Health Evaluation #3 0 days Sat 4/4/20 4/4

18 Health Evaluation #4 0 days Sat 10/10/20 10/10

19 Program Coordinator 266 days Mon

12/30/19
20 Program Coordinator Evaluation #1 0 days Mon 12/30
12/30/19

21 Program Coordinator Evaluation #2 0 days Wed 12/30

12/30/20

Task Project Summary Manual Task Start-only Deadline

Project: Evaluations Letter Split Inactive Task Duration-only Finish-only Progress

Date: Sat 3/24/18 Milestone Inactive Milestone Manual Summary Rollup External Tasks Manual Progress

Summary Inactive Summary Manual Summary External Milestone

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Appendix I – Harvest for Health Evaluation

1) Have many days a week do you cook?

a. 0
b. 1 -2
c. 3-4
d. 5 or more
2) Have you participated in planting food in the community garden?
a. Yes
b. No
3) Have you utilized any of the food harvested from the garden?
a. Yes
b. No
4) Have the foods planted in the garden been of quality?
a. Yes
b. No
5) Has the garden provided foods that you normally buy in the grocery store?
a. Yes
b. No

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Appendix J – Health on Wheels Evaluation

1) How well has the current van routes met your needs?
a. Extremely Well
b. Very Well
c. Somewhat Well
d. Not so Well
e. Not at all Well
2) Have the current van routes provided you access to your pharmacy?
a. Yes
b. No
3) Have the current van routes provided you access to your health care facility?
a. Yes
b. No
4) Have the current available days of van transport for health care needs been appropriate
for your needs?
a. Yes
b. No
5) What days are most appropriate for you needs?
a. Sunday
b. Monday
c. Tuesday
d. Wednesday
e. Thursday
f. Friday
g. Saturday
6) Have the current run times of the vans been appropriate for your needs?
a. Yes
b. No
7) Have you felt safe during van transports?
a. Yes
b. No
8) In the space below, please list the health care facility that you need transportation to.

9) In this space below, please list other times that transportation is needed

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Appendix K – 38106 Community Health Connection Evaluation

1) How well do you feel the program have met our goals of increased access to healthy
foods?
a. Extremely Well
b. Very Well
c. Somewhat Well
d. Not so Well
e. Not at all Well
2) How well do you feel the education provided through this program will positively affect
health lifestyles in 38106?
a. Extremely Well
b. Very Well
c. Somewhat Well
d. Not so Well
e. Not at all Well
3) How well do you feel this program addressed social isolation within 38106?
a. Extremely Well
b. Very Well
c. Somewhat Well
d. Not so Well
e. Not at all Well
4) How well do you feel this program impacted lack of transportation?
a. Extremely Well
b. Very Well
c. Somewhat Well
d. Not so Well
e. Not at all Well
5) How well do you feel the program director communicated with stakeholders?
a. Extremely Well
b. Very Well
c. Somewhat Well
d. Not so Well
e. Not at all Well
6) What do you feel was a success in this program?

7) What changes do you think should be implemented for the next year of this program?

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