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<br />program overseen by the YCS includes a Parent Commission comprised of20 parents and meets <br /> <br />with staff annually to establish priority goals and objectives and an activities calendar. <br /> <br />Organizational Chart: Included in Appendix <br /> <br />Operational Agreements: Included in Appendix <br /> <br />Plans For Future Funding: The YCS has had great success in securing funding to develop and <br /> <br />implement programs and services that enhance the agency's core business. The YCS has secured <br /> <br />and managed over $1.5 million in grant funding each year for the past ten years (see Table 9). In <br /> <br />FY 0)-04 grant funding will increase with a grant of $25,000 trom Mervyn's, Soroptimist Club, <br /> <br />and Friends of Santa Ana Parks for a reading program and $248,000 trom the U.S. Department of <br /> <br />Education to operate the McFadden Education and Technology Center. Through its partnerships <br /> <br />with a number of non-profit organizations and the schools, the lead agency is able to leverage <br /> <br />funding from other sources that it cannot access directly. This is evident in the funding received in <br /> <br />FY 0)-04 trom the SAUSD ($50,000) and the Orange County Department of Education ($)9,697) <br /> <br />both of which secured funding from sources unavailable to local government for after school <br /> <br />services. The lead agency has a full-time Resource Development Specialist who is responsible for <br /> <br />recruiting volunteers and for securing donations from foundations and other private sources for all <br /> <br />activities ofthe lead agency, including the Leadership Development Strategy. The Resource <br /> <br />Development Specialist will work closely with the Recreation Superintendent to continue to <br /> <br />secure funding and volunteers to sustain the Leadership Development Strategy. Additionally, the <br /> <br />Recreation Superintendent works with staff and partners to integrate grant funded activities into <br /> <br />the agency's core business by transitioning specific programs into the general fund, thus <br /> <br />transforming them into the agency's core business and making them a part of the regularly funded <br /> <br />strategy. This will be done with the Leadership Strategy and the general fund will absorb specific <br /> <br />activities in a progressive manner throughout the program period and beyond. <br /> <br />15 <br />