同性愛者の問題

Ath Checkpoint operates with the financial support of a big HIV-specific foundation. Other supporters are most pharma companies. We also seek and get the technical support from state organizations. Our budget is covered for the current year, with the perspective of continuing on a similar financial model.

Ath Checkpoint is a non-profit structure that operates on donations and private funds. Thus, it cannot generate income. Having our core budget catered from our co-operation from our main funder and various funds by pharma companies, we will seek to achieve extra donations by non HIV-specific companies and organazations that will help to expand our project

We work according a very analytical and strict accountability financial model with our main donor. Delivering measureable amounts of work will expand the contracts of co-operation. That model works in a positive way both ways: it helps us to be target-driven and dedicated to achieve our deliverables, whereas our allies see a reliable partner. This healthy and sustainable model of transparent administration we aim to adhere to, also help us communicate further needs with other donors. Having the state health structures collapsing, most enterprises that relate their business plans to locating patients in need seem very willing to support structures like Ath Checkpoint.

The success of Stand Up depends on a dedicated team of staff and volunteers committed to learning about homophobic bullying, to encouraging empathy among young people and to empowering young people to respond to homophobic bullying. A small number of staff work on Stand Up all year; BeLonG To is also very lucky to have a volunteer team of 70 “Stand Up Activists” who come on board at key moments.

A partner agency or community volunteer introduces FACES to a school which they know is interested in character building and increasing empathy. Our Director of Education trains teachers and the Site Coordinator about Camp, holds a meeting for parents, shares best practices, helps interview potential attendees, participates in the schools’ Camp fundraising activities, and helps select volunteers to attend Camp (1:7 ratio). Team = 1 FACES staff, 3 teachers, 1 site coordinator, and 12-20 volunteers.

Our Board has been instrumental in helping our efforts as well as volunteers that have dedicated many hours to our efforts. We do not have a staff except for the one that does presentations.

While Hal and his senior associates lend experience, the near-peer training model reinforces the importance of college students facilitating leadership and conflict resolution for youth. A member from the IISD Board of Directors agreed to oversee the pilot’s successful implementation at her institution, where she is senior advisor to the President. Relationships with local high schools and the SD club on campus since 2002 ensures that there are locals on the ground to work with youth. Strengthening our Alumni Network hubs in pilot cities engages the dialogue-to-action movement at every age.

All workshop leaders offer additional business skills that compliment one another. Eva Tenuto acts as Executive Director , Workshop Leader and Theatrical Director. Julie Novak is a graphic designer and handles marketing and is the improv coach. Sari Botton is a published writer and editor and creates copy for our marketing materials and is also the writing instructor. We also have a grant writer, a non-profit development coach and about 20 community members who volunteer their time.

Presently we have only one paid staff person – the Executive Director – and nine active board members who have skills across a spectrum of industries with contacts and experience that are vital to our development from fundraising to city government, from public relations to organizational development, from education to historic research. In addition to these individuals, we have a small army of seasoned volunteers who assist with research, writing, development and staffing of special events.

The Boys and Girls club has a small involvement about the idea of Native LGBTQ Youth in the “Be Great Program”. I am anticipating expanding this movement towards the remote areas on the Navajo Reservation schools or creating safe spaces for LGBTQ Youth. To start up an educational system that will help educate the community about LGBTQ:

· Building relationships within the community
· Education about LGBTQ
· Developing Nondiscrimination Policies and Practices
· Keeping Gay Youth Safe
· Preventing Gay Youth Suicide

I would like to reach out to the people who have the same passion, who want to change the community for the better.

NYLA (Native Youth Leadership Alliance), San Juan College Out Club, Native American United Club, Dr. Judy Palier A LGBTQ Peer Advocate for San Juan College Students and for City of Farmington NM, Boys & Girls Club of Farmington NM-Franklin Brimage, Rethink Dine’ Power for Community youths, Sweet Reveng- Cakes & Confections-Eric Freeland, Design and Consulting- Grey Gomez and other resources within the LGBTQ family, friends, and volunteers.

• A project that challenges government practices would naturally attract resistance from the authorities. While most of our participating CBOs have been able to forge a collaborative relationship with their local CDC, a few face hostile reactions. One CDC told a client to not contact the CBO, otherwise they would withhold future treatment. Luckily, this kind of situation is atypical. Most local CDCs like this project once they see a demonstration of a rapid test. But they still would not endorse it because they do not want to put themselves out there to support the grassroots.
• Not long ago, China’s National Center of HIV/AIDS (a division of CDC) called two meetings to discuss their new guideline for rapid testing. The guideline proposed rapid testing could only be operated by medical or laboratory licensed personnel. After receiving opposing feedback, they are now drafting a revised version which requires CBOs to be certified by CDC in order to legally operate rapid testing. This is a race against time. QRT has to prove its effectiveness before the government issues the new guideline.
• Aside from these uphill battles of a political nature, we also have taken a great financial risk when we launched the project over a year ago. The project calls for a training seminar every four months which costs around $15,000 to $20,000 each time. We also support each CBO with $150 a month. Adding the expenses for test kits and field visits, this is the most costly project we have ever created. Funding shortage is an obvious barrier.

The goal of QRT is to build a network of CBOs that can provide community rapid testing as well as referral services among each other. Currently there are 24 CBOs already participating. Every four months, 6 more CBOs will be added to the contingent, to a total of 40. Creating such a working network is unprecedented in China.
Besides forming partnership with grassroots CBO, two brilliant individuals, Mr. Guo Yaqi and Ms. Li Lan, are our valuable project partners. Mr.Guo is one of the most well known trainers and experts on MSM issues in China. He was one of the first persons who brought MSM Peer Education as a form of HIV intervention to China. He founded an organization called Beijing Gender Health Education Center. He is in charge of counseling education. Ms. Li Lan works for Sichuan Liangshan CDC and was also a program director of the HIV/AIDS Prevention Association. She once supervised programs of UNICEF, Gates Foundation, Collaborative Fund, and Global Fund. Her strong connections with the government and the grassroots make her unique in the field of HIV/AIDS. She is in charge of information exchange and statistical analysis. I, Humphrey Wou, am the project designer and author of QRT handbook.
All three of us work together on the QRT project pro bono.

AIDS Relief Fund for China, or ARFC, is a public charitable organization mostly supported by individual donors. We raise funding in the U.S. to support the work we do in China. The majority of funding for QRT comes from ARFC. Last year we received $50,000 from Gates Foundation for this project, covering 50% of total expenses. Although currently there is no outside funding source identified yet, the Board and the supporters of ARFC understand the need to keep the momentum of QRT going. ARFC will shrink down other project in order to sustain the level of support for QRT. There are a few major donors that have pledged their support. We are also in conversation with the Gates Foundation, China, for further support.

Friendfactor has pivoted a number of times as we learn the real needs and gaps in the LGBT rights movement. We were at first a social network, but found that gay people would not ask for help because they didn't feel particularly unequal most days. Even during crucial legislative campaigns, it was hard to get people involved without something imminently at stake. Our Friend-setter tool capitalizes on the urgency of a campaign with real rights at stake, and we are working to tell more stories to show how inequality hurts LGBT Americans and their families every day. We are also positioning our brand to overcome the hurdle of straight people not becoming involved for fear of appearing gay; we will become synonymous with the idea that these are everyone's issues, not gay issues.

As technology becomes a bigger force in our lives and we are bombarded with ever-increasing amounts of media, our culture becomes more and more desensitized to humanitarian and civil rights issues. Our cause has the advantage of always being able to maintain credibility because it hinges on relationships with friends. Whatever the medium or culture shift, we can adapt the tools so that the power to make change still lies in the hands of people with a stake in the health and well-being of an LGBT loved one.

After our victory with the Friend-setter tool and strategy in New York, we have been approached by a number of different organizations advocating for causes outside of LGBT rights. Although it seems clear to us that this methodology has and will gain traction in gay rights battles, we would consider expanding our focus to other causes where caring about a person rather than a political position makes our tool powerful in advocacy. Furthermore, should our attempts to customize the Friend-setter tool to be effective in referendums (as opposed to its current iteration as a call tool for legislative measures), we would reconsider the pressure points at which we can make a difference for gay rights in this country and continue iterating on the tool to make it effective at those junctures.

The majority of our funding currently comes from high net-worth individuals and Foundations. Among the former are Ken Mehlman, former chair of the RNC, Norman Lear, and celebrity supporters including Kristen Bell, Marc Conseulos, and Andy Cohen. Contributing foundations include Schusterman, Arcus, Calamus, and New Media Ventures. We are continually building relationships with potential donors through fundraising and campaign-launch events, and networking with the help of our board. We are also seeking support from new foundations, and will be sending out several LOIs in the coming months. We were just accepted as part of the Draper Richards Kaplan Foundation's portfolio, which we expect to bring us further opportunities for growth.

Most of our partnerships consist of the foundation relationships listed above. We also receive pro-bono services from Landor (branding), Ropes and Gray (legal), and The JAR Group (social media). We are working toward partnerships with private companies to develop programs for their employees, for example an engagement program for National Coming Out Day; these partnerships are still in the exploratory stage, however.

Our current staff consists of 5 full-time employees -- 4 programming staff and one computer programmer. To further develop the Friend-setter tool, we would certainly benefit from more tech staff, whether volunteer or paid. Additionally, our marketing and press efforts would benefit from increased organizational capacity to organize coordinated campaign launches. Finally, our blog and social media presence would benefit with greater input (again, either volunteer or staff).

Our company blog has an increasingly substantial readership, and we would love to use it to tell the stories of other organizations working toward equal rights, or individuals who showcase the power of friends helping friends. In terms of our needs, our challenge is making first contact with both funders and potential "constituents" -- once straight people know about us, we can form good relationships and provide value, but getting their eyes in the first place is key. We are also interested in volunteer programming and tech help, and would love to build our community outreach strategy with the help of additional bloggers or other social media experts.

The project is yet in the idea stage. However we anticipate the following issues:

1. the IT security of the Ushahidi-based platforms developed by he task force specialists (DDoS attacks and blockade of access to those resources)
2. the personal security of the task force people as they will be working in Belarus which is the country with one of the most repressive regimes in the world.

We will be working with the people expert in IT security to protect our sites and users.

The financial sustainabiity after the project support is over will be guaranteed by advertising. we will use it to fund hostings and domains. The task force people will be working as volunteers, however the knowlede they will receive in the trainings may be used to seek another employment.

There will be more Internet users in Belarus and mostly all people in e country will have access to Internet. Due to the deepening economic crisis these people will be more involved into political life. There will be less independent media as the pressure on the media will continue, and Internet will remain the main free environment. Most people will be using mobile phones to access Internet, the costs of access will be getting lower.

We will explore other mapping tools as well as the power of the social networks to get in touch with people; we will use sms solutions and twitter to publish all violations under certain hashtag which will easily be seacrhable.

In any case, the team trained will be able to support the Belarusian civic society in terms of mapping, social media, and IT security even if direct application won't be as we have planned.

we have personal contributions which amount to 200 USD monthly which is enough to sustain the hosting and domain costs as well as to cover certain communication costs. We will place ads from Google and from partner sites to be able to cover the communication costs for the management of the project, the domain and the hosting costs. The task force specialists after having been trained ill be available on call for the NGOs and media to offer them consulting at a small fee which will add up to their motivation to work on the project. We will also apply with other funders.

Te specialists on our project are known as new media experts for most civic society organizations and have worked with Internews, PACT, Tachtical Tech, are serving as technical experts for the Belarusian civil sector.

People willing to learn, having basic technical and/or journalism education, gathered with the assumption that of the people gathered, only 10% will actually be working as the job will be the volunteer one. These will mostly be young people aware and actively using mobile technologies, proactive in travelling, freelancers mostly - as the freelancers will be willing to get new knowledge to use it later.

Barreras de Entrada y Salida
Para establecer las barreras de entrada debemos considerar tres variables relevantes que son: monto de inversión, regulaciones y conocimiento.
Debido a la calidad que vamos a ofrecer en nuestro restaurante, con sus detalles arquitectónicos típicos del Ecuador, la rigurosa capacitación del
personal transexual e implementos de cocina y servicio, debemos tomar en cuenta un monto considerable de inversión para este rubro, los cuales representan una barrera de entrada a nivel medio.
Las regulaciones en nuestro país para este tipo de negocio son bajas, ya que no acarrean mayores inconvenientes al momento de obtener los permisos respectivos.
Ante la particularidad de nuestro restaurante, el personal de cocina deberá tener un alto nivel de conocimiento referente a la preparación del menú es por esto que se contratará chefs estudiados y especializados en la preparación de la comida típica ecuatoriana, quienes en su etapa de trabajo capacitaran a traves de su experticia a las transexuales.
Rivalidad
En la ciudad de Guayaquil existe rivalidad baja en vista de que existen pocos restaurantes de comida 100% ECUATORIANA ya que no realizan una campaña de marketing exhaustiva para captar mayor cantidad de clientes.
Entre los principales competidores tenemos:
• Lo nuestro
• Todo Típico
• Cocolón
Sustitutos
El mercado de la comida es bastante amplio debido a la facilidad de preparación en general, es por eso es que existen diversos tipos de comida provocando una gran cantidad de sustitutos ofertantes, los cuales serán nuestra mayor competencia a vencer.
Entre los sustitutos directos tenemos a los chifas que actualmente se encuentran en la ciudad, las parrilladas, marisquería, entre otras.
Poder de Negociación del Consumidor
Luego de haber analizado de la investigación de mercado hemos concluido que los resultados en cuanto a los precios entran en un margen aceptado por las personas, siendo estos bajos en relación a nuestros competidores lo cual dificulta el poder de negociación del consumidor hacia nosotros.
Poder de Negociación del Proveedor
La materia prima que vamos a utilizar será la normalmente utilizada en nuestro país y fácil de encontrar en los supermercados, en cuanto a las aderezos que darán la sazón especial a los platos tradicionales Ecuatorianos también son fáciles de conseguir, teniendo como resultado un poder de negociación bajo por parte del proveedor. En cuanto a la adquisición de productos que complemente un dieta sana como edulcorantes, aceites vegetales, etc., estos se encuentran en los principales supermercados de la ciudad que reencargan de su importación.
Bajo el análisis Porter presentado podemos concluir que la implementación de nuestro negocio tiene altas posibilidades de ser rentable, lo cual nos puede asegurar la recuperación de la inversión en un corto plazo, y a partir de esto comenzar a crear nuestra cadena de restaurantes.
Comercialización del Servicio
PUBLICIDAD
En lo que a promoción se refiere, la publicidad será el mayor aliado de nuestro restaurante. Por lo tanto se explotará la mayor cantidad de recursos que ofrece la misma.
Para empezar a crear la identidad corporativa, se utilizarán folletos y catálogos informativos del restaurante, los cuales serán repartidos en puntos estratégicos comerciales y por supuesto también en los diferentes ministerios de turismo: nacional y provincial.
Se utilizarán además spots publicitarios por medio de TV, micro espacios por radio y anuncios profesionales y especializados por medio de la prensa. El Internet es una herramienta de comunicación muy eficiente y económica la cual será administrado, por un proveedor o un profesional que gestione nuestro sitio web.
RELACIONES PÚBLICAS
Es de vital importancia conseguir la máxima aceptación social y crear una imagen positiva del restaurante que es atendido y administrado por jóvenes transexuales, por lo que se contratarán los servicios de una empresa de marketing que ayude a diseñar, coordinar y ejecutar un Buen Plan de Relaciones Públicas.
NUEVAS TECNOLOGÍAS
Se ha construido una página en internet (www.tipicada.com) para el restaurante que está disponible en dos idiomas: español e inglés; que es de fácil acceso para así llegar a nacionales y extranjeros.
La página web contará con un menú, promociones, calendario de fiestas y shows. El usuario puede participar en los foros o ganar órdenes de consumo, a través de nuestras redes sociales implementadas como twitter y Facebook.

Realizar alianzas y convenios con: aeropuertos, agencias de viajes para que se encarguen de la publicidad de nuestro restaurante es lo que se ha planificado para que el proyecto tenga éxito. Sin embargo el mercado empresarial y turístico no es nuestro unico objetivo. Gracias al trabajo que ha venido realizando la Asociación Silueta X, esta nos facilitara el contacto con fundaciones y ONG´s a través de su aval, pues el apoyo que se brinda en estos casos resulta muy elevado en nuestro contexto. De esta forma no solo nos centramos en un mercado sino en varios desde una elevada importancia. En la actualidad gracias al trabajo de Silueta X,existe una amplia apertura de los medios de comunicación, los cuales han sacado reportajes positivos de las integrantes de Silueta X, y este seria una ventaja adicional. Entre los medios que nos dan apertura son: Gama TV, Dueños del Medio Dia, Vamos con todo, Red Telesistema, ETV Telerama, Diario Extra, Diario PP, Diario Expreso, Diario el Telegrafo, Canal Teleamazonas, entre otros. En las redes sociales Ecuatorianas nos encontramos sumadas a un sin numero que darán conocimiento sobre nuestro nuevo proyecto como son: País Canela, DDHH en Hispanoamerica, Red Lac Trans, Red de PVVS, Red de Mujeres Feministas y por su puesto la Red Malla Silueta X, en donde contamos con mas de 3000 inscritos, entre ONG´s y Activistas. Otro aliado en nuestra localidad es: La Casa de la Juventud, La Dirección de Protección de Derechos humanos del Ministerio del Interior, La Defensoría del Pueblo, El Ministerio de Salud Publica, La Red cantonal de Jóvenes, El Ministerio de Educación, La dirección Nacional de Juventud del Ministerio de Inclusión Económica y social, La coalición nacional de Jóvenes, La mesa cantonal de Prevención del VIH Sida, El Movimiento de Mujeres Lésbicas, Fundación Yerbabuena, Red Diverso Ecuador, entre otras. Internacionalmente nuestros aliados son la Youth Coalition, HIV Young Leader Fund, IDAHO, La Feria del Desarrollo 2010, la Organización Interamericana de Juventud, La Red de Latinoamerica y el Caribe de Transexuales, ILGA, Alliance, Schorer, Radio Neaderland, ATTTA, TransLatinas de San Francisco, Trans de Republica Dominicana, Transexualia, entre otros. Nuestras Alianzas y redes son muy extensas e incluso estan en ascenso gracias al trabajo innovador que ha venido desarrollando Silueta X, y en este sentido con este nuevo proyecto.

Clientes nacionales: dentro del perfil de los clientes se encuentran guayaquileños de 18 años en adelante de ambos géneros, masculino y femenino,
Tomando como referencia los datos publicados por el Instituto Nacional de Estadísticas y Censos (INEC):

Población Guayaquil = 2’039.789 Habitantes (2001)
Tasa Crecimiento anual = 2.68%
Población Guayaquil = 2´520.416 Habitantes proyectada (2010)
Personas de 1 años en adelnate = 1´580.048 Habitantes
Población de Guayaquil socialmente integrada = 16.6%
Mercado Potencial = 262.288

Para tener una idea global de la cantidad de potenciales clientes extranjeros con que cuenta nuestro proyecto, recurrimos a la página web de la Cámara de turismo donde obtuvimos la siguiente información referente a años anteriores: Un total de 17000 visitantes llegaron a Ecuador durante el primer semestre del año pasado, lo que determina un incremento del 12,76 % con relación a igual período de 2007. Este incremento es el resultado de las intensas campañas de promoción que realizó durante el 2007 y 2008 el Ministerio de Turismo, a través del Fondo Mixto de Promoción Turística en varios países de Europa, América del Norte y América del Sur.