There has been a significant increase in recent years of the number of limited-English proficient immigrants in the XY area. Presently, it is estimated that 90,000 Koreans live scattered throughout the XY metropolitan area. Korean is the most frequent language spoken other than English in those areas as well as Spanish. A critical area of need is the delivery of health care services, especially preventive alcohol and drug abuse and HIV/AIDS education, to foreign-born population. These members of our community face language, cultural, social, and financial barriers to access to care. In this proposal, two groups are targeted: Target Group I: Youth group (junior high to college) and Target 2: newly immigrant adults.

Target Group 1.

Risk of HIV is existing in the Korean community just like main stream, especially among youth from junior high to college students. As the Korean population increases, the Korean youth population has also increased in this area. The Fairfax county Superintendent’s Proposed Budget Overview for 1995 states that Korean is the third largest language spoken in English as Second Language (ESL) program. According to the Fairfax county high schools, 10% of the students are Korean in most high schools.

The recent immigrant students often exist on the periphery of American culture, and many experience tremendous adjustment problems caused by lowered socioeconomic condition of the family, isolation from majority culture, frustrating communication barriers, unfamiliarity with the American school system, parent’s struggles with adjustment, and self-esteem issues. Especially, many youths are isolated from parents due to both parents long working hours away from home, commonly 14 to 16 hours per day.

Alcohol and drug use, gang membership, juvenile delinquency, and teen pregnancy are increasing problems of Korean immigrant youth who are experiencing social, cultural and academic alienation. HIV infection risk among this group is high due to lack of rapport with educated adults, lack of sex education, silence surrounding sexuality issues including homo- sexuality and pre-marital intercourse. Consequently, the students are more likely to become engaged in self-destructive activities and have long-term negative effects, and are hindered from making successful transition into adulthood, developing healthy self-image, and growing to be productive and contributing individuals. Concerning vulnerability to engage in self-destructive behavior among Korean-American youths in the host society, adequate, appropriate, and effective HIV/AIDS prevention/education and behavioral guidance is very urgently needed.

Target Group 2. Immigrant Adults

Some Korean immigrants live risky life styles which put them in the risk of HIV infection. They are substance abusers; gay/bisexuals; premiscuers; sex workers and their customers. The Problem with this group is that many of these people expose themselves to high-risk behaviors because they lack information or do not have accurate information on HIV/AIDS testing and treatment due to language barriers. Many adult immigrants do not have enough English capability to understand HIV/AIDS prevention messages in the mainstream. Therefore, the most important area of need is to provide HIV/AIDS preventive education program and referral service.

About Tu Luong Foundation

Tu Luong Foundation (TLF) hopes to help 1,000 nonprofits a year to solicit funding from different foundations and corporations, and in turn, each nonprofit reaches out to 500 clients per year; then TLF would have assisted 500,000 clients per year indirectly. In order to achieve these goals we provide nonprofit organizations free access to our grants and funding library and in the near future free fundraising services.

2. Goals and Outcomes

1) 1) Short-term Goal: To increase knowledge on HIV/AIDS by providing preventive education including risk reduction behaviors and abstinence.

2) 2) Long-term Goal: To increase awareness on HIV/AIDS, to break silence, fear and hysteria surrounding HIV/AIDS issues, and to prevent target groups from engaging high-risk behavior.

3) 3) Outcome (short-term):

§ § Increase awareness of HIV/AIDS issues and availability of resources in the community.

§ § Increase awareness of the areas of modes of transmission of HIV infection and avoidance of risk behavior.

§ § Participants become aware of the seriousness of safer sex with their sexual partner.

Outcome (long-term):

§ § Participants are able to use the correct application of a condom on a rubber model.

§ § Participants are able to detect health problems early so that they can prevent long-term health problems and to maintain good health condition.

4) 4) Indicator

§ § 95% of participants receive needed information and knowledge of HIV.

§ § 80% of participants will be aware of the areas of modes of transmission of HIV infection and avoidance of risky behavior

§ § 80% of participants will demonstrate the correct application of a rubber condom.

§ § 70% of participants will be aware of safe sex with their sexual partner.

5) 5) Measurement Tools: Program Record (pre/post test), Evaluation papers, Questionnaire.

6) 6) Objectives:

§ § 7 prevention classes(workshop) will be provided: total number of participants: 150

§ § Outreach to stores or entertainment sites will be held twice a month: 150

1,500 HIV/AIDS brochures will be distributed

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A PROPOSAL TO THE XY AIDS PARTNERSHIP:

SUPPORT FOR A DEVELOPMENT SPECIALIST FOR ORGANIZATION

II NARRATIVE

2. PURPOSE OF GRANT

a. Briefly describe the issue you will address

ORGANIZATION requests a grant in the amount of $20,000 to help support a full time development specialist who can enhance the financial stability of the organization and to improve ORGANIZATION's organizational capacities. The grant will enhance ORGANIZATION' organizational capacity to deliver services to young people and their care givers by allowing the Executive Director to concentrate on internal management, service delivery and personnel issues.

The current Executive Director was hired, largely, due to her skills as an administrator and manager. In the past year, XXXX has overseen tremendous growth into the communities ORGANIZATION services, while also working to stabilize management within the organization. ORGANIZATION now operates drop in centers in XY, DC, Prince George's County, and a third opening this spring in South Arlington. Also, ORGANIZATION operates an activity center along with the XXXX program in Alexandria. XXXX's first year as Executive Director of ORGANIZATION has been dedicated to securing the XXX program, and working to improve the well-being of staff, many of whom were close to burnout when XXXX came on board.

The path ORGANIZATION is now on requires enormous administrative oversight, and constant efforts to promote and build teamwork, combat burnout, and stabilize morale. The stresses of expanded staff and services, and the concurrent need to secure funding for programs and personnel currently consume the majority of the Executive Director's available time. It is estimated that 30% - 40% of XXXX's time is spent on fundraising and development for existing, new and expanding programs. With 14 of the current 17 staff positions working in the field providing direct service, the administration of the organization falls on the Executive Director and two part-time finance/accounting staff. ORGANIZATION has operated with such a structure for several years. With its growth, the current structure will undermine the intent of the Board in hiring new leadership and the work accomplished this past year under new leadership.

Bringing a development specialist on board will enable the Executive Director to concentrate on increasing the effectiveness of the organization's programs, and expanding its services to new audiences while working to strengthen the Board. With expanded staff working to secure and stabilize funding, XXXX will be able to concentrate on other areas which affect the organization's ability to deliver quality services in a timely manner to its target audience. Filling current gaps in staffing with a development specialist will free up additional time which the Executive Director can use to enhance the programs--and staff well-being--at ORGANIZATION. It will allow XXXX to use her skills on the pressing issues of personnel management, infrastructure development, leadership, administration, and program delivery. A dedicated staff person working to build ORGANIZATION's capacity will work with the Executive Director, staff and Board of Directors to identify funding opportunities to fill gaps in service delivery. A focused development effort will bring structure to ensure the organization's stability and the quality and effectiveness of ORGANIZATION' programs.

b. Goals and Outcomes

Support for this effort will result in:

* an immediate adjustment in the day to day responsibilities and activities of the Executive Director allowing her to spend the appropriate time on Board, staff and internal management.

* a soon to be improved management of the fundraising and development planning Process for ORGANIZATION.

* a soon to be improvement of general grants management.

* long-term improvement in diversified funding.

* long-term improvement in unrestricted funding.

* long-term improvement in quality & consistency in relationships with grant givers and potential grant givers.

* long-term improvement in organizational management and quality of services for the organization

* long-term improvement in the health and well being of the ORGANIZATION client base because of improved services.