The case study is unusually frank that running costs were not in the pot. Its coordinators estimate two full-time staff spent about 70 percent of their time on NNF before implementation and 40 percent during it, on top of stipends for participants, printing, interpretation, refreshments and other operating expenses, and they say managing eight projects at once was too much. Delegates were stipended, interviewees got a $20 gift card, and an external facilitator ran some Steering Committee meetings. The convener also spent relational capital relaying decisions it had not made between subcommittees, implementers and the City, and absorbing residents' frustration with permitting and procurement. The state report puts the HEZs' own contribution to PB at more than $575,000 outside EOHHS funds, but that figure covers both HEZs and appears to include the $550,000 that went into the Central Providence pot, so the true operating cost is not stated anywhere. The last row is the cost as the convener's CEO later framed it to the Providence Post: $1.1 million a year of ONE|NB general operating revenue in 2024 and 2025 to carry the whole Health Equity Zone team and programs, which he said was no longer sustainable; the former managing director disputes that accounting, and the figure covers far more than the fund.