Other Topics  Tax Base, Tax Rates & Tax Collections Information  Trends  Account Code Structure & Definition of Budget Terms  Financial Reporting SCHOOL DISTRICT OF CLAYTON 2024-2025 Budget Introduction The School District of Clayton (District) is one of the top performing school districts in Missouri, serving approximately 2,400 students with highly qualified staff, smaller class sizes and expanded educational opportunities. The District is grateful for strong community support, which is key to providing a quality education for District students. The District values the respect and trust the community places in the District’s stewardship of tax resources. The District’s academic success is due in part to its strong financial position and stable fund balances. The Board of Education, together with staff, parents and patrons of the District are united in our commitment to student learning. Our mission, vision and core values embody why we are here, what we want our students to become, and the principles that guide our work. The District’s mission to inspire each student to love learning and embrace challenge within a rich and rigorous academic culture, and the vision to develop leaders who shape the world through independence, creativity and critical thinking set the standard for the education we provide. The Profile of the Clayton Graduate describes the attributes we hope for every Clayton graduate. The profile envisions graduates who are self-actualized, intellectually curious, culturally competent, empathetic, creative thinkers and collaborative. The profile influences our approach to learning. The District is governed by a seven-member elected Board of Education. Board governance is primarily by establishing District policy and hiring a Superintendent to oversee the District on a day-to-day basis. The budget is a vital policy document, and establishes financial accountability for District operations. Board of Education Ms. Stacy Siwak Board President Ms. Kim Hurst Board Vice-President Ms. Chris Win Board Secretary Mr. Jason Growe Board Treasurer Mr. Gary Pierson Director Mr. D. Leo Human Director Dr. Pamela Lyss-Lerman Director The Superintendent is the Chief Executive Officer of the District, supported by an administrative team. District Administration Nisha Patel, Ed.D Superintendent Milena Garganigo, Ed.D Assistant Supt – Teaching & Learning Robyn Wiens, Ed.D Assistant Supt – Student Services Kelly Sollberger, Ed.D Assistant Supt – Human Resources Cameron Poole, Ed.D Chief Equity & Inclusion Officer John Brazeal Chief Financial Officer Jeff Puls, CETL Chief Technology Officer Luke Heitert Chief Communications Officer

Pamela Lyss-Lerman Director The Superintendent is the Chief Executive Officer of the District, supported by an administrative team. District Administration Nisha Patel, Ed.D Superintendent Milena Garganigo, Ed.D Assistant Supt – Teaching & Learning Robyn Wiens, Ed.D Assistant Supt – Student Services Kelly Sollberger, Ed.D Assistant Supt – Human Resources Cameron Poole, Ed.D Chief Equity & Inclusion Officer John Brazeal Chief Financial Officer Jeff Puls, CETL Chief Technology Officer Luke Heitert Chief Communications Officer This budget represents the financial plan for the District for the 2024-2025 fiscal year. Its primary purpose is to provide the reader useful information regarding the past, present and projected future financial status of the District. The spending plan set forth in the budget is designed to support the mission, strategic plan, goals and objectives of the District as adopted by the Board of Education while ensuring fiscal responsibility to the community. The District’s strategic plan is developed around three goals:  Goal #1 – A place for everyone… We will ensure all learners, regardless of their identity, feel safe and valued.  Goal #2 - …to grow as learners… We will commit to the educational growth of our learners through an equitable, personalized and individualized learning experience.  Goal #3 - …in head and heart. We will be dedicated to the personal growth of our learners in their social, emotional and physical well-being. Financial resources are allocated in accordance with the goals and objectives outlined within the strategic plan. Preparation of the budget involved input from staff, administrators and instructional leaders throughout the District. The best evidence of fiscal responsibility and financial stability is that the District is one of four Missouri school district to maintain a “AAA” bond rating by S&P. This rating is the result of ongoing prudent fiscal practices, including balanced budgets, proper financial policies/procedures, vigorous internal controls, sufficient fund balance reserves, upkeep of facilities, low levels of debt, and long-term perspectives. In the pages that follow, the 2024-2025 budget is presented in summary form and in detail form to enable insight and transparency into District finances. District administration is confident the 2024-2025 budget continues to guide the District in a fiscally responsible direction. Questions concerning any of the information provided in this report should be addressed to the Chief Financial Officer at School District of Clayton, #2 Mark Twain Circle, Clayton, Missouri 63105.

District administration is confident the 2024-2025 budget continues to guide the District in a fiscally responsible direction. Questions concerning any of the information provided in this report should be addressed to the Chief Financial Officer at School District of Clayton, #2 Mark Twain Circle, Clayton, Missouri 63105. SCHOOL DISTRICT OF CLAYTON 2024-2025 Budget Summary A school district budget is a forward looking document that is based upon the best available information at the time of its development. Following its adoption, there is always the intent to continuously monitor revenue inflow and expenditure outflows during the year and adjust the budget if needed. The following sections are intended to provide an overview of the 2024-2025 budget. Detailed budget information is provided later in this document. Budget Highlights

meaning that planned expenditures do not exceed the combination of anticipated revenue collections plus any beginning fund balances. During 2024-2025, Operating Fund balances (Funds 1 & 2 combined) are anticipated to increase by fiscal year end.

Allowable CPI growth, along with growth in assessed valuations due to new construction is expected to be minimal.