September 9, 2020

Machine-generated transcript — may contain errors.

Tonight, this might take a minute or two as well. If I can find it. Okay, we are live streaming. Okay.

So we want to start the meeting and again say that adequate notice has been given. I want to say before we start the pledge just that we're sorry we're starting a little bit late and that there are a number of folks who are having Zoom issues tonight. So hopefully if people come in or out, we'll just work with it as we need to. So I see the flag in back of Sean.

So we're going to start with the Pledge of Allegiance. I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation, under God, indivisible, with liberty and justice. Okay. Thanks, everybody.

You know, typically, we would go to recognizing our own. And this would be, if we were meeting in person, just a reminder, this would be a joint meeting with the city. However, we're not having a joint meeting with the city today. We are going to have later a presentation by Patty DeForest, but so we're actually moving straight to a superintendent update.

So, Sean. Okay. Thank you, Joe. Well, good evening, everyone.

Again, we apologize to the community since we were delayed a little bit tonight. We are a community that's built on strong relationships, and we know that relationships are integral to our students' success. We know that by investing in our students and having good relationships with them, we understand their perspectives and we're able to provide personalized learning to them and pertinent differentiation for them. One of the things that's unique in the city of Clayton is that we have a strong relationship with the city.

We are connected with them. We're collaborative in varied ways. We serve on committees with one another. We participate in certain projects with one another.

And our biggest collaboration is the Center of Clayton. The Center is an asset to the community, and it's also a benefit to the students of the district. Over the last few years, we've been able to look at ways that we've been able to invest and improve the Center of Clayton and make it even stronger. And for our Clayton students, we've been able to increase the hours for them and able to provide passes for our seventh grade students and created a workout space that is completely state of the art for our athletes and our students who participate in other programs.

We have benefited from this partnership. We are now faced with the challenge and impact of COVID-19 and its impact on the Center of Clayton, which has caused us to... Which has caused us to think more about how we need to invest in the sustainability of the center, which I believe is a very worthy assessment investment. Tonight, before we, so tonight we're going to have an opportunity to kind of get the state of the center of Clayton from Patty DeForest, and we're very fortunate to have her here.

And she is going to give us a little bit of update and then the board is going to be asked to approve the budget concerning the center of Clayton. Before we get into the center, I want to just to take some time to update the board on our remote learning. And again, I'm continuing to be impressed by our educators who have really made this experience very different than it was in the spring. We have continued to make decisions in the best interest of our students and staff, making sure that we're using data to inform our decisions.

We also know that in order for us to make, in order for this to be highly successful, we know that our parents also are partnering with the district because we also have to recognize this is very difficult for them. But we do feel it's the right decision and we feel it's what's best to keep our students and staff safe. I will have to say that I proud that we a district that has been thoughtful about differentiating support for our students based on their needs And since the first day of school we have been providing in learning for students And I commend our special education teachers who are true heroes to this work We've also started to have, started to expand that support to other students who have additional needs, and we're building capacity within our buildings. And today the county executive made an announcement that he recommends that school districts to consider bringing younger students back to school.

So over the last few weeks, even before this announcement, we have been preparing for an opportunity to bring our youngest learners back into the schools. We've been working with building leaders to look at different plans that we can enact and put in place if we were feeling that it was safe for our students to be back in school. And part of those plans incorporate an orientation and also a timeline that would allow us to bring students back at certain points and gradually get our students fully back into school. We will also make sure that even though that announcement was made today, we're going to make sure that we're providing time and space so that way we can get enough time to prepare for that transition and also make sure that we're absolutely ready.

Sam Page has also recommended that schools start, so started making, had some recommendations around sports. We are able to start with competitions for low contact sports, which includes golf, tennis, and cross country, but we can only continue to have practices for moderate and high impact sports with precautions in place and no timelines have been set for competitions. So those announcements were made today, and we will continue to use those recommendations to inform what we do in the district. The other thing that's important to remember is our work around equity and we are going to make sure that we make it a guaranteed topic that we bring up at every meeting.

And so I wanted just to let the board know that all of our certified staff have participated in anti-bias training before the beginning of the school year. And just recently, all of our classified staff have participated in that training. Spervantage, Equality, and Inclusion. We have a lot of students in that training.

When we talk about classified staff, we talk about support staff who still have interactions with our students and parents and our staff. Our director of equity and inclusion, Cameron Poole, has been meeting with principals and preparing equity audits within the schools. He's also getting other pertinent information that's going to inform the development of our district equity committee. The first thing I had the privilege of doing last Friday during our professional development day was to observe Cameron, Mr.

Poole, he'll be doctor soon at some point. He will be, he did a presentation on the power of humanization. And it was a really incredible presentation but he talks about how sometimes within systems, we inadvertently are dehumanizing people. Spervantage, Spervantage, making sure that we need teacher familiarity and students seeing themselves in our staff.

The importance of looking at academics and relationships and participations and programs. And what's great is that so many of those things are connected to our strategic plan that we're going to talk about later. The other thing that he emphasized is the importance of collecting data on our social emotional learning, which is connected to our work around equity. And so you also see that connection to to our strategic plan.

Cameron has also been working with and started. It's been working with our staff and and developing. He's going to start developing affinity groups, which is going to be for our students and for our parents and for our staff, Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. Pursuit and Curriculars that are graded classes have started the first week of school For example Globe has been meeting twice weekly in the mornings And for Globe this month cover story is profiling the Black Lives Matter movement in St Louis And another article that you may find interesting that will be in this month's issue will be what students are thinking of the new schedule for virtual learning.

Extracurriculars have found a way to connect with current events in the U.S., which has been helpful to individualize learning for students. Also, other student-run clubs are waiting until after the virtual clubs fair that Ms. Young set up to begin their meetings, and the clubs fair will be tomorrow from 3 to 4 p.m. As for sports, tryouts happened last week, and students have been excited to get back to sports, although unconventionally.

And I will also share my screen and show you a walkthrough of my biology and my history classes. So this is my AP Biology classroom, and there are two different categories here, stream and classwork. So stream contains the announcements, and most of the teachers, based on the feedback that they heard, decided to keep the stream just announcements and put their assignments in classroom. And a lot of things that teachers have been utilizing are like these different emojis to organize the classes.

So here, Mr. Bergeron uses a pointer finger for announcements, a fire emoji for homework, a book emoji for notes, a pencil and paper for in-class activities, and then also labs and a computer for assessments. Something else interesting is that in World History also uses the classwork tab and they use weekly hyper slides. And these have the agenda and link all of the presentations that were used that day in class.

In addition to having the homework linked below. So everything for the week is on this organizer. In addition, there's also an objectives tab, which helps the students keep in mind the goals that they are learning for that week. And teachers have also been using interactive methods like, for example, Pear Deck, which is an interactive slides program.

And then they have been using Zoom breakout rooms to help with smaller group discussions. Thank you, Kaitlin. And thank you, Sean. So we're going to actually, so just as a, this meeting is going to, we're going to do a study item, then an action item, then we're going to go back to an information item and study item.

So the flow is going to be a little bit different because Patty DeForest is going to give us an update on the center of Clayton. And we want to just, out of respect to her, allow her to give her update. You can ask some questions. And then we're actually going to have an action item that she'll be a part of.

And then we'll just release her so she doesn't have to be part of the whole meeting. So I just wanted to explain that to you all. So our next item is 4.01, which is the Clayton Recreation, Sports and Wellness Commission. Or the CRSWC annual update in the budget for fiscal year 2020 slash 2021.

So I don't know if Patty, you're Mary Jo, you're going to set it up or Patty and Mary Jo? I think Patty has issues. Yeah. Great.

Thank you. So I'll just go ahead and speak. First of all, Caitlin, if you're still on, thank you, because my grandchildren will not show me that. How in school or virtual learning works, I've asked them to show me in their life.

They just look at me like, you don't need to know, Nana, you're not in school. So I appreciate seeing that. So we're going to talk about the CRSWC. I mean, I'm going to give you a presentation.

Mary Jo, feel free to jump in at any point. I'm going to share my screen and go through. It's sort of a, as those of you that have been on the board before now, we usually give you an update on things that have happened. And then we talk about the budget and share that.

I'm going to do sort of an update on where we are and how we develop the budget. And then we'll talk about the budget. And then I have some slides at the end to talk about things that we still haven't decided that the three committees at the center will be really working through over the next couple of months. So I'm going to share my screen.

Hopefully, there it is. And get this going. All right. So so this year during the budget obviously we were just starting to work on the renovation or on the budget at the time of the shutdown So it really reflects the fact that we knew going into the development of the budget that we had problems related to the pandemic we needed to address Obviously, we were coming out of the renovation.

I mean, the day we shut down is when we had planned to shut down for about 10 days. So we were trying to wrap up the renovation. So that had impacted our budget for this year and last year. And then we were forecasting for another year and then really keeping in mind that the economic forecast moving forward is not great and is not going to rebound quickly.

So we had to keep all of that in mind and developing and putting the budget together. I did want to report a little bit on our usage. I thought that would be of interest to you. This chart will show you how we opened, what we started with from a number standpoint, and where we are to date.

I had shared this with Sean and David Gibson, the city manager, about a month ago. And so you can see we've had still steady growth in usage. When we first opened the first week of July, we were averaging 213 members a day. The week of August 10th, we were up to 311.

This past week, we were at 332. So each week, we really have seen an increase. It's not significant. It's not back to where we were.

But at least we're growing and people are not leaving us. They are coming. Our weekend hours are a little bit shorter, so that average is less than 200, but we were actually 208 this past weekend. So we're really tracking usage.

And as I had shared with the commission about a month ago, we really feel like the slow, steady measured progress is great because that's showing us people are comfortable working out. We're able to add things in and get more people back. The bad news is we have lost a significant number of members. We were about 7,200 members in February this year.

July 1st, which is when we officially reopened, we were at 5,800 members. We are now, as of August 1st, at 5,000. So we are continuing to lose some of our memberships, but that's still pretty strong. So we're trying to do everything we can to keep those people comfortable.

This is that new weight room for the district, and I'm sorry to say that you haven't all been in to see it already, but the schools, athletic teams, and coaches are using it. I believe that it has been very well received. We're continuing to do some little improvements there, but it's exciting to have them in there and have their own space. We felt that we really worked closely with the district and Steve Hudson's been doing a great job of keeping us informed of the athletics and the activities that are being, are coming back.

We've coordinated both his plan, which he's really working with a group of people that are advising the county. And then the county is also setting the guidelines. So we're all working together, but it's great to see them back. As Caitlin said earlier, it's nice to see the kids be able to swim and play tennis and run cross country.

So we're excited about that. As far as programs and rentals and all the other usage of the center, we really have gone very slowly into that part. And we've really done a measured and very slow resumption of services. We are doing personal training and private swim lessons.

Those seem to be going okay. People are comfortable with the one-on-one type situation. We've done very limited rentals, but some of our regular users are back. We're starting to see a little increase in people calling about renting.

In putting the budget together, we varied our reductions in revenue from anywhere from 25 to 50%. We really looked at the activity of our members in the first six weeks and kind of extrapolated that through the end of the budget. Some of the membership categories are pretty strong and some have seen a lot more drop off. So we've seen a lot of seniors drop their membership.

So there's a variety of percentage reductions that you'll see on revenue. We have two full-time positions that we are holding open. The one that is a city position will be held open all year. It was not funded in the city's budget, which was a piece of it, and we're not funding in the center's budget.

We believe that that's okay to do, at least for this year. The district has an open maintenance position, and we're not necessarily not going to fill it, but we're not filling it quickly at this point. We have looked for reductions whenever possible. You probably know that we did have to furlough our part-time staff.

We did pay them for five weeks, and then at that point, we furloughed them. Many of them were able to collect unemployment, which was great. They were very happy with how we handled them, and we have about half of our part-time employees back. The rest have, at this point, been technically laid off but are still eligible for unemployment.

We've looked at reducing, you know, shutting down any areas that we can to serve on energy. Tim Wanisch and the maintenance staff have been great at really helping us with that. So, so with all of that, we used all of that to put a budget together. It was challenging because we knew that that no matter what we did, we had significant reductions in revenue.

Thank you. But for, in putting it together for FY, so that really impacts this year, but as you all know full well, this pandemic has gone way, way longer than anybody anticipated, I think. Well, I think some people did, but we anticipated. So we are projecting that it will last at least another six months.

So the first six months of the budget year will be very difficult. I don't think people are gonna rush back indoors Thank you. Thank you. And we have the operating fund includes a contribution from the city and district of 150,000 each.

As far as expenses, the main increases in personnel is really related to pay and benefits. I don't think either you or the other board needs to be schooled on that. Our full-time staff get increases based upon whatever the city and the district do. We have, as you may recall from the last two years, we're working on increasing our minimum wages to stay at least a little bit ahead of the state minimums.

Those are going up annually, so we do have an increase. All jobs will be paid a minimum of $11 effective October 1, and we'll be at $12 next year. So we really were able to reduce expenditures associated with programming. We do have a large IT expense scheduled this year.

Our software replacement, our software program is really not working well. We've had some accounting issues with it. So we are going to look at some other programs and we may replace this year. And the other, probably the other good thing is Tim and Jim have done an excellent job with utilities.

They've held really steady and some of our energy conservation has really helped. So all of this stuff that was included in the construction has helped with that. So this is just a one page summary of all the different areas. You can see that we had a significant reduction in revenue.

We had estimated three or we had budgeted three point two seven million. We are looking at about 1.87 will be our end result for this year and proposing 2.5 for next year. You can see across the board reductions in all revenue sources, except for contributions from parent organizations. And then down at the bottom, but really a significant reduction in our revenue of about $700,000 next year and nearly $1.4 million this year.

So we've tried to offset that with reductions in expenditures. You can see that this year, much more challenging because that's very hard to move those once you're that far into the year. Next year, we have identified reductions. Thank you That because of programming reduction So you gonna see that up above that the revenue is not there So we projecting that this will be our end result for revenue and operating expenses.

And then our second fund is the equipment replacement. Please stop me if you have any questions, but the equipment replacement fund, we do have a small replacement money in there For FY21, 36,000. We normally budget between 45 and 50,000 a year. We purchase new equipment, cardio, the treadmills, bikes, every year on a plan.

This might be something that we could discuss when we start looking at places to hold. We will hold this order until after the first of the year because of all the new equipment that we have. And then we already talked a little bit about the replacement of the recreation software. That'll be about a $50,000 to $70,000 expense.

And this is where we put $50,000 from each of the parent organizations. Next year's capital fund is pretty small. We didn't put a ton of money in there. We have a few things hanging out that we're not able to fit into the construction that we're going to try to do.

But we really just have money in there for those things that come up. We have UV lights in the pool that cost $6,000 a year to maintain. That goes in the capital budget, things like that. Tony Searing and Jim Brunel, who work with Tim and I, if you don't know who they are, they're our assistants, are beginning to work on a new capital plan.

Tim and I feel that they need to start taking some ownership of that and can do that. So we're going to really start working on that in the Finance Committee so we have some idea of the next five to 10 years, any future capital needs. And we plan to put 100,000 of each contribution in this fund. This slide will show you basically the summary of where we'll end.

A piece of good news is that the auditors this year, they just completed our audit last month, And they did find an AR issue, an accounts receivable issue. So we have a little extra money at the end of 2019. That $222,000 actually is money that we thought was gone and they identified an issue. So that helps us a little bit this year in that we're showing the deficit of a million this year, but we will not have to build both parties for all of that since they've already basically paid some of that.

But we are showing a $1 million deficit this year. And then next year, we're projecting about $595,000. As I said, we did not project beyond that. We did not do, you know, 2022 and 2023.

I think there is just so much unknown that would have been just an exercise and probably would not have accomplished much. I think that we feel like this fall we need to, I'm sure the district is similar to this city in that we need a lot of focus to be on how do we come out of this. And we have three committees at the center, the Finance Committee, the Operations Committee, and the Program Committee. And all of them really need to start talking about how do we move forward if we do not rebound from a membership standpoint?

Because I think that $600,000 makes me nervous. Makes me uncomfortable, quite honestly. So, we do talk about cost recovery usually every year, and you can see that we've had really good cost recovery model for a long time. We've been around between 90 and 100% cost recovery for the operating fund and all funds somewhere in that range.

Those of you that haven't been on the board before, you've always heard us talk about the original agreements estimated the cost recovery of between 82 and 86%. So I feel like we've done well. Unfortunately, this year and next year will not be that way. But I think that the reality is that we have to spend the next four to six months figuring out how do we get out of this situation and how do we change it?

Are there ways to change our operations to recoup some of this? So that is what I wanted to talk about. I do know that there's probably some questions out there about things that we haven't talked about. Spervantage of Education Proposition me to talk to you about how difficult it is to bring a lot of children back together So we are working on a plan to get those services resumed.

Our members have really not been too upset about it. I think they're figuring out what to do with their kids right now and enjoying the outdoors. But I do believe we have about another month before we really need to get these things going again. The student activities, as I said earlier, we've really been in close contact with Steve and his staff and all the coaches.

They've done a nice job of getting things going back to, you know, getting the sports that can go, working with us on our requirements at the center, as opposed to what most high schools are probably, you know, they can just do whatever they want inside their building. So the teams are there. I know that physical education probably won't come back until they're in school. And we have had discussions about the seventh grade memberships.

And right now, we need to have some further discussion about that. Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. We could do it so that next year it's intended for both groups. Something to consider.

And then all our programs and leagues, that is really challenging. It's very hard to do those. We are not planning to run our basketball league. Certainly, if things change with the health conditions and the pandemic, we can do that quickly.

But right now, it just would be very difficult to run these types of programs in the current environment. Oasis has informed us they will not be back until after the first of the year. They're doing everything remotely. They occasionally, people come in and check things, but they are not here.

The Community Foundation is really not going to do any big opening of their history area until after the first of the year. Subway is still waiting for the health department to give them their certificate to be able to open. We are hoping to get them open in the next two to four weeks. They're ready and we're ready.

So hopefully that will resume soon. And then all the variety of other people who want to rent space and do things with lots of people. We're hoping to get them back in as soon as we can. But right now we're not bringing that type of activity into the building.

So that's kind of it for me on my presentation. And then Mary Jo, I don't know, should I go through the action item or do you do that? Yeah, we will do that afterwards. Okay.

Yeah, we'll do that after, Patty. So yeah, thank you, Patty. So I am just going to go and maybe stop sharing your screen so we can see it. Okay, that's what I was going to say.

Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. Spercedented, You know, we're losing 500,000. How much have we been losing again this year? I didn't write it down.

A million. A million. So does it cost more to operate it, or does it cost less to just shut it down? So it not a simple answer to that because it depends on if you close it down and lay off all the staff You know the the the Delta right now when we open we losing about three thousand dollars a day When we're closed, we're losing about six thousand dollars a day.

So it is more. Yeah, it's more effective to be open. We are closing the gap and we close the gap a little bit more each time we have more people. If we were to shut down and lay off all the full-time staff and shelter the building, shutter the building, of course that would change, but that's not really what we've been talking about yet.

That's the best point to make sure I understood that. Yeah, so that's, you know, and one of the things, and I really appreciate this, both Sean and David with the city said, We need to run it for a while to figure that out. You know, I think Sean may disagree, but I felt like after about two or three weeks, I thought, oh, my God, we just need to shut down. This isn't worth it.

And we're just continuing to lose money. I don't know what I thought that we'd magically open and close the gap and everything be great. I do think that, but I do want that. But after I think, Sean, it might have been three to four weeks in that we met.

And I was like, maybe we need to change ours. And their focus was, let's try to let it run for, really we've only been open about eight weeks now. Let's see if we can get more and close that gap. And that's what we're looking to, is to close that gap of that $3,000.

So I think that's our goal at this point, but a good way to look at it, Jason. Thank you. Thank you, Jason. Amy, do you have any questions?

Hi, Patty. Hi, Amy. I just want to thank you for the presentation. I really, I know you guys have had a rough time over there, and you guys have been very, you and your team have been very, very thoughtful about how to go about things in such a difficult time, and I appreciate your Thank you.

You're welcome. Thank you. Thanks, Amy. Gary, do you have any questions?

No, I don't. Thanks, Patty, for walking us through it, and thanks for trying to close the gap and deal with us as best as we can. Thanks, Gary. Thanks, Gary.

David, how about you? Do you have any questions? Yes, I do, and I'm not sure if Mary Jo or Patty's best to answer. I think we are going to do a budget adjustment, if I'm not mistaken, for this plan year, you know, for this half million dollar hit.

But is there any way we can start accruing for the anticipated loss in calendar year 21? Or is that something we will do as an ad hoc adjustment again next year? We'll probably include that in the actual budget document next year moving forward. Because that would be a one known cost.

I didn't include a lot of this in this year so that it would be more transparent to the board on what was coming forward and not some of it being buried and some of it added afterwards. So I was trying to do it more open this year. Yeah, no, and I know we talked about it. I agree.

I agree with the approach. It's just curious. We can just start a crew in port. So, David, explain for us non-financial people what you mean when you say that.

I guess the easiest way to say it is, you know, in our world, we take that big expense hit. Mary Jo, what is it, July, when we write all those checks? And I'm just wondering if we start to build up the budget for it in advance so that it's on the forecast. We know it's there.

It's not an ad hoc item that's going to whack us, you know, mid-year next year. I guess I may not be explaining that the best way I think in balance sheet terms, but long and short is just that we're budgeting for it as opposed to treating it as a one-off. Yeah, we'd definitely be budgeting for it. And also, you know, in the sense of kind of accruing, actually paying it or something, you know, the center and both entities, the city and the district have always had the agreement that we weren't going to have the center hold a lot of our funding.

Thank you. The center of the CRSWC to build too much where they were holding both of the entities' funds. And so it's just something that we know we'll budget for it and then we'll build off of that. And so, you know, I don't remember what the fund balance is normally.

I think we had said $200,000. That's what I was thinking. But it was a long time ago. Yeah, it was minimal.

Ten years ago and that was about what we were keeping in there. Yeah. And I think it was at the time, it was during the recession when both the district and the city were very minimal revenue streams. And we were like, we can't give you our money to hold.

We have to hold it ourselves. Yeah. So just a follow up question based on that. So if you're not holding a fund balance with such a shortfall between revenues and expenses, are you concerned about the timing of payments this year for employees or anything like that?

Well, no, because the way the agreements are written, so the city pays all the bills and for a large portion of it, the district pays all the maintenance department bills and then we bill each other. Okay. And so I think we're fine because we're not expected to pay the bills the city and district are paying them. Got it.

Thank you. I think if we were an individual organization that you were supporting, we'd probably have a whole different conversation. I think that's why we ended up that way. There was discussion probably, I think it was like 2009, 10, of maybe we need to start building up the fund balance and each district and city should give the center $250,000 a year.

And then they'd have this fund balance for capital. And then I think that's when everybody was like, wait a minute. Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. Questions?

Okay. Thank you, Caitlin. And Stacey, do you have any questions? I don't.

Thanks, Patty. Thanks, Stacey. And I really don't have any questions either, just to compliment Patty, you and Tim and the whole staff at continuing to really make it a going concern. It's really difficult.

And I know there are some facilities who, even to Jason's earlier question, who just decided that the math was better to shut down. Yeah. And so to your credit, you're, you know, working the math to not shut down and make it better. So we appreciate that.

Thank you. Thank you. Thanks. So we are then going to move on to our action item that is kind of associated with this.

And this is a 5.01. It's the Clayton Recreation, Sports and Wellness Committee of the CRSWC budget approval. And again, just so do we have a motion for that, Gary? Yes, I move that the Board of Education approve the fiscal year 2021 CRSWC budget and submit it.

Second. Okay, it's been moved and seconded. Any questions or comments? Okay, all in favor?

Any opposed? Okay, it passes unanimously. Thank you. And thanks, Patty.

We really, again, appreciate it and understand that you might want to enjoy the rest of your night. Thank you. Who knows what I'll learn? I might learn something next.

You could. Thank you. Thanks, everyone. Thank you.

So we're moving on to 6.01, which is actually an information item, and that's the COVID-related impact update, which is really around budget. So Mary Jo. Okay, let me see if I can share the screen. I haven't done this before.

All right. Okay so I wanted to provide the board with a brief update based on what is currently known as of today So I want, I'm stressing that a lot. So please keep in mind that things are literally changing daily. So, for example, just yesterday, one of the items that I have listed in here, we received a notification from the state of Missouri that 50% of our unemployment claims would now be refunded.

And that was one of our substantial costs that I included on the slide. So now we're estimating $40,000 will now get refunded back to us. And so applying this new information to the analysis I just presented, it shows that we actually have more organic savings than we had cost. So I know this will not be the overall financial result at the end of the year.

So but I and that's where I'm saying that things are literally changing daily. So as the district progresses with returning students into the classroom, I am anticipating there'll be other necessary expenses, perhaps such as like more instructional support, such as interns, the need for additional long-term substitutes to assist with perhaps supervision of students or coverage of staff absences due to COVID. Further, we know we're going to require additional custodial support. Superintendent, Board of Education, Proposition O, levy, agenda, motion carried.

Thank you. So I just want to make sure everyone knows what's going on and it's been transparent. So the summary I made, as I mentioned during the budget presentation in June, we were anticipating some savings to be achieved organically and due to these restrictions. And so, as you can see, there is currently approximately $60,000 worth of reduced overtime expenses for hourly staff.

And most of that is due to overtime in the summer for maintenance. Because of the heavy use of our buildings in the summer for summer programs, we end up doing a lot of condensed overtime in order to get summer projects done for all the staff's facility improvements that we can get done in the two-week time frame that we get. Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. All of this through remote learning.

We're not hiring substitutes during this time frame. Administration also reviewed part-time temporary employment contracts where staff would not be able to perform the necessary duties related to the PTTEs. And then we did inform those impacted staff that that PTTE would not be paid. I am thinking that possibly some of them may be reinstated as students return to the campus, but then they would be adjusted to a lesser amount.

But right now, that is a total amount that we have that we at least put on hold. Transportation, the district rents a substantial amount of buses to transport students for field trips and athletic events. And we do have three of our own buses. But just like a grade level trip requires the use of six buses.

I'd say at Y-Down in an elementary is like five buses. And we have to rent those because we can't have all of our buses out at one time. So we do in athletic events, we're constantly running buses for athletic events. So currently through September 30th, we're estimating the savings of $40,000 there for the rentals and the gasoline and maintenance of our current buses.

As I also mentioned, you know, we didn't run a full summer program. This is not related to SummerQuest at all. That's a break-even program. So we neither had expenses or revenue related to that.

This is strictly the summer school programs, which normally we budget around $250,000 of expenses to that. Most of our students participate in the Springfield Launch online program and they actually enrolled as students of Springfield Missouri and therefore we didn have to pay anything for that So we only we did run the elementary and some and the Y down and then we did have a few teachers at the high school running so we ended up spending around on that program instead of the 250 And then with professional development, since staff can't travel right now, we're restricting all travel. We want staff teaching students and focusing on the instruction. We've had about, and summer is actually our heaviest time for staff travel.

We've had $44,000 of savings this year on that. And then finally, with utilities, as Patty mentioned, you know, we too have seen a lot of energy savings, not having, you know, 350 students in the high school for six weeks in the summer has caused a lot of savings in utilities. And so that's been estimated through September 30th to be around $73,000. So the other category I have titled as costs, but a few of them are actually more due to loss of revenue.

So as I go through, I'll explain those areas. So the first one with Family Center, we have not furloughed any Family Center staff. So those staff are still working with students. We decided to present a reduced tuition amount to families and we did have many families take that.

It basically provides them some services and holds their spot in line for when we do come back. If you did not pay the 30% reduced fee, you lost your spot. So it was a little enticement. So this $150,000 represents the estimated loss of revenue through September 30th on that program.

On the KidZone, we did furlough all of our part-time KidZone workers, and we are also not receiving any revenue for this program. This program does generate revenue for the district, and therefore there is a loss of revenue on it. And then there's also, we did maintain the two full-time staff site directors. So that $33,000 not only represents the loss of the revenue, but then the expenses for those two staff.

Regarding technology costs, that's really representing our online and digital learning resources that we needed to purchase in order to be fully remote and teach in a different manner than we did in the spring. That's not, I don't think there's any equipment in that number at all. Regarding the PPE and cleaning, we've been purchasing plexiglass dividers for support staff workstations, teachers' desks, students' desks, social distancing signage, face masks for staff and students because we do plan to have all students wear them. Again, just continuing with disinfectants and other cleaning supplies.

So we had spent about 60-some thousand last year. We've already spent another 50,000 this year. And that's just through September. The virtual instruction represents the expense related to students who have selected one from home because we're using a different platform from them.

So that's associated with that learning experience. The $60,000, as I mentioned, for the the unemployment expenses. If you're familiar with unemployment claims, as I mentioned, we've only furloughed one set of staff and it's just been recently in the last month. But the way they calculate it, the district doesn't pay an insurance, we pay actual claims.

And so there's a base period with unemployment claims, and it's the first four of the last five quarters. So they do a look back. So even though we might not have been the ones that laid them off, if we had salaries for them, we're going to pay a portion of that base period. Spervantage of Education, Proposition O, levy, agenda, motion carried.

Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. Superintendent Board of Education Proposition O levy agenda motion carried I am aware that the eucation for the term is a little bit changing in terms of education. We're also set to receive additional hotspots from the county. We just completed all of that necessary paperwork to secure those devices.

Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. So I do have a budget request for tonight that I'm asking that you guys approve so that we can increase the budget. And we don't normally ever do this. So that's why I'm trying to do these presentations.

Last year was the first time in the 11 years that I've been basically in this position that we asked for a budget increase. And that was for AdSync Field. So this is only the second one. So this is very rare.

Spervantage, and the reason we do this is because if we exceed the budget, that's a state finding. It'll be written up in the audit. So we have to ensure that our budget is always in excess of what we spend. And $500,000 is a large amount for one fund, and so we want to make sure that we don't exceed our budget request.

The second expense is called a needlepoint bipolar ionization system. And as that executive summary that I wrote for that request, it'll provide pathogen removal remediation, which is integrated into each building's HVAC system. This total project cost is estimated at approximately $500,000 because we have most of our buildings have been expanded on throughout the years. And each time we add on to the building, that's another air conditioning unit.

So because we have so many, like Captain actually has the same number of air conditioning units as Whitehound. But since Whitehound's new, they have less, even though it's the building's probably, you know, a third of the size larger than Captain. So once all these final bids are received, we'll put in an official budget request for that and ask for the approval. I did not ask for that budget request right now because we're only working off of an estimate.

But I did want to be able to provide all of this in a presentation. So as those things move forward, you at least have some background on it. And as we get any other requests, we'll move forward with those as well. So I'm presenting the fund balance projections with all these estimated costs and savings included.

And I will also update this once we get information to set the tax levy at the end of the month. So this might look a little different at the end of the month once we get all of the assessed value information and all the necessary information to set the tax levy. I do anticipate that we will still be able to roll back the levy. And because of the successful passing of Prop E, we're just in a much better secure financial position to cover all these extraordinary expenses.

And I'm just asking for the board's support as these requests are brought forward for approval. So, you know, administration will just continue to ensure a learning environment that's as safe as possible, both physically and emotionally for our students and staff. We'll look for every potential area of savings that we can find and we'll consider to pursue any federal, state, or county funding opportunities that we can. I just want to give the board some assurance that we will continue to work on all those things.

So does anyone have any questions? Thank you, Mary Jo. Let's, yeah, so I'm just going to go through again and maybe I'll go in reverse order. So Stacey, do you have any questions?

Just a quick one, and I'm sorry if I missed this. The ionization system, is that something that we're getting bids on? That's what you said, right? Right.

So it was presented because it wasn't budgeted. So the policy states that if it's over $50,000 and was not budgeted, we have to ask for approval just to go out for bidding. Right. Okay.

Thanks. Caitlin, do you have any questions? Any questions? No questions for me.

Thank you. David, how about you? Do you have any questions? No, I'm good.

Thank you, Joe. Thank you. Gary, do you have any questions? So just clarifying where I think we are, you're describing, giving us the background for both of these Extraordinary expenses.

And then we are going to come back and do action items specifically approving the center, the revision of the center, the budget for the center, and then also just approve getting bids. But we'll come back to approve any contracts on the ionization system. Right. And the budget revision at the same time so that the budget matches the request.

So we'll do it. We'll do another budget revision then for that. Okay. I don't have any other questions.

Thank you. Amy, do you have any questions? I do. It's just kind of a clarifying question building on Stacy's question, I think.

So that ionization, you mentioned pathogen. So is that for, is that one of those like air filtration systems for COVID? Yeah, it's not necessarily a filtration system, but yeah, it's kind of the same. It actually adjusts the molecules in the air, changes them.

Got it. Okay. That's what I thought, but I just wanted to make sure. It does improve, it improves the filtration because it can actually kill some of the molecules before it even gets to the filters, but yes.

So are we working with any consultant to figure out which is the best system for that? I have no idea. I just know there's all different types of systems. Yeah, and that summary we did put in there where we felt this one was the best because it has like the least amount of side effects.

And it's not just a like UV lighting is more just a surface cleaner. And this is more of a like a total air cleaner. So it's better than just filters. So perfect.

OK, thank you. Thanks, Jason. Any questions? No, I'm fine.

Thank you. I'm sorry, Kim, do you have any questions? Okay. All right.

Great. Thank you. And I don't have any questions. Mary Jo, thanks for putting it together.

I think it's very helpful for us to, I understand it's a snapshot, but it's helpful for us to see kind of, you know, cost savings and additional costs. So thank you. Okay, so we are going to move to the next item, which is 7.01, which is the strategic plan slash data dashboard. And Sean, I'm going to hand it over to you.

Spervantage of Education, Proposition O, levy, agenda, motion carried. I apologize. I'm trying to get this set up. I apologize.

Right there. I am so, I am, it's shut down on me. I'm trying to get it back up. I apologize for that.

Let's see. Sean, would it be helpful if we take a two or three minute bio break? I am, I think I'm almost there. I don't know.

Let's see if this works. Okay Can you see that all right Let see if it loading All right so thanks for your patience on that And so as Joe said we are going to spend some time working on our strategic plan. And this is really an exciting time for us because there's a lot of, there's an influence of a lot of work coming together for what we're going to be doing tonight and presenting to the board. And I want us to remember that when we're thinking about Superroportionate, Proposition O, levy, agenda, motion carried.

Spervantage, Pursuit, and Pursuit, and Pursuit, and Pursuit, and Pursuit, and Evaluation. We have a lot of different measures connected to quality of teachers and also fiscal responsibility. When we approached the strategic plan, we thought about it like what are those givens that are going to be the absolute essentials that we are going to be measuring no matter what we are doing and then what are the goals? What are those ways we can be different or what are those Superintendent, Board of Education, Proposition O, levy, agenda, motion carried.

In history in Clayton, we're at this pivotal point where we're launching a new strategic plan. We have a dedicated focus to equity and anti-bias and anti-racism work. And then we also have, even though that Mary Jo just shared with you some of those things that are challenges for us, our community has come together to support us and helped us be fiscally healthy by the passing of Prop E. And the confluence of all those coming together really helps us decide what we want to do for the future of our students.

And when we're thinking about our strategic plan is we are asking ourselves that question, what future are we trying to create for our students? And when we started this whole process two years ago, we started with the end in mind and developing the profile of the graduate. And that profile was developed through an engagement of stakeholders, through community members. Also, we had parents, students.

We actually had our former student board representative help facilitate some of those meetings. Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. Good human beings. And I would say that some people might look at the skills that are on this profile to graduate and say, use the term soft skills.

And I would say that we need to stop using that term because these are the skills that are going to be absolutely essential for our students to be successful in school and when they leave the district. So they're absolutely essential and they are the grounding for all of our work in the strategic plan. Now, our strategic plan is going to be the roadmap that we use to guide our work. So this strategic plan is put in place for us to say, what are we going to be doing for the next three years?

Superintendent Board of Education Proposition O levy agenda motion carried Evaluation And then we also making sure that we being learner centered And when we talk about learners it not just about the students it about the educators it also about the parents and the administrators and the community members Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. And this past year, when we started working on the development of the strategic plan, we engaged the community in a different way using a facilitator called Filament that helped us get some additional input and data that helped us create our goal statements. And those goal statements became our priority. So we have worked to engage, develop, and prioritize these goal statements through this whole process of collecting data.

We also wanted to make sure that we wanted to do everything right. And so we were, our hope was that we would be able to present this in August. And we are, we wanted to make sure we're presenting something that was right. And so we still feel we're doing this in a timely manner, which is important because we just didn't want to rush something and make sure we wanted to make sure we're presenting something that we felt very confident about to the board.

When you look at the strategic plan and the document that we provided you, we focused on two things for the board. And the two things that we focused on were the strategic goals and the objectives. And when we think about our objectives, we know that our objective, when we start about, when we think about our goals, our goals are what are bold and aspirational. Aspirational.

This is, you know, what we want down the road for our students. The objectives are what is, what would be true if we were going to be reaching those goals. So I would say that they're more specific. This is where you're going to see the measures, and this is where the board is going to be holding us accountable to the work.

So the goals and the objectives. The other aspect of the strategic plan are the action steps and the strategies. And so tonight we are really, and that is really the responsibility of the administration, and those are the responsibility of our different teachers and curriculum coordinators and other positions that are within our district to help put those action steps into place and to actually follow through with those. Once our action steps are moving forward, then we're going to see progress with our objectives, and that's ultimately going to help us reach our goals.

I would say that, so one of the things you'll see in the document tonight is part of our conversation is about just those strategic goals and those objectives, but the other aspect is the measures of success. Spermingham, Bord of Education, Proposition O, levy, agenda, motion carried. We'll get to the educational growth of our learners through an equitable, personalized, individual learning experience. And we'll be dedicated to the personal growth of learners and their social, emotional, and physical well-being.

Now you would say, like, okay, that's a pretty big lofty goals, but that's what they're meant to be. They're supposed to be bold and thinking about being aspirational. When we come down to the objectives, as I said earlier, this is what would be true. This is what we're working towards.

They're clear, they're measurable, and then following those would be the action steps. These are the ways that we're going to reach our objectives, and our resources are connected to those action steps. So similar to what, you know, when we're thinking about, we can't just say that we're going to enact an action step, but not also think about what is the capital that we're going to be using to make this happen? What money do we need to dedicate to this?

What adjustments do we need to make to our budget to make sure that they are being supported? And then the other thing, too, is that these action steps would be fluid. Superintendent Board of Education Proposition O levy agenda motion carried Superroportionate, Proposition O, levy, agenda, motion carried. Superintendent, Board of Education, Proposition O, levy, agenda, motion carried.

Sper chuckling, Boredom, and Spercing. I wanted you to get an idea about what this would look like. And so we have, we are going to, this top part is going to be an interactive part of our website that people can go to, to be able to see the data very transparently. But then we also have something that's a little bit more looking like a spreadsheet that the board will be able to monitor as we keep coming up with new ideas.

So we have a lot of information on how to do that. And then we also have a lot of information on how to do that on the website. The Board will be able to monitor as we keep coming back to the Board meetings, and you'll see that we will monitor progress as we go along throughout the year. There will be benchmarks that will be in between here, so that way we can constantly say whether or not we are moving towards those goals.

So I wanted you to see that this is going to be graphically on our website, but it's also going to be something that's very pragmatic and easy to see through a spreadsheet. The Board of Education just recently passed the Anti-Bias and Anti-Racism Board Resolution. And as you can see through the document, we wanted to make sure that we were holding ourselves accountable to the information that was in that resolution. And so we not only looked at every action step and every objective, but we wanted to make sure that we crosswalked it with the resolution so we weren't missing anything.

And it was also going to be a way for us to hold ourselves accountable to that work, which is so integral to being a successful district. So tonight, what we're going to do is, this is going to be a collaboration between the central office administrators and the board members. And what you're going to do is have some time to process. And so we have provided the two documents, which are the strategic planning document and the dashboard, and those are in Bord docs.

And what we'd like you to do is take about five to 10 minutes just to look at the documents and just to be able to process through them, look through them to see, you know, so that way you're familiar with them. And then what you're going to do is spend about 15 to 20 minutes working with central office administrators and one another in four different groups. And then you're going to be asking, we're going to be asking you some probing questions that the central office administrators are going to take notes on. And we want to make sure that the board and the central office administrators have time to look at these documents with one another.

And that first probing question is, does this plan represent the direction we want to go? Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. Before the board votes to approve. And so our central office administrators are going to be taking notes and they're going to be participating in this conversation and try to answer questions as much as possible.

But what we want to gather is those questions that we still think that need to be addressed before the board approves. And we're not. And then what I'm going to ask you to do is not go into the document and start wordsmithing and looking at changing things. We're wanting to look at it at the 10,000 foot level and really ask ourselves, it's like, okay, does this represent where we need to go as a district?

Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. Maybe something that represents the conversation that you had. And when we say a tweak, it's like a succinct statement that has a lot of information but not a lot of words. So I want to stop there and see if you had any questions before we break into our small groups.

Anybody have any questions about what we're going to do next? Okay. So the next step is that Chris is going to, and I'm going to, Chris Tennell is going to help us with this, and I'm going to stop sharing. I sent the questions to the central office administrators so they can repeat those questions to you.

And then the central office administrators will be taking notes as you're talking. For those of you in public who are viewing this, we are going to have a little block of time when the board is going to be working. And we will be coming back in about, we'll say about 15, 20 minutes. And I will send out a notice at 15 minutes and check to see how much time you need.

Okay. Chris, would you be able to break us into smaller groups? Yeah, I just sent everybody their breakout group invitations. All right, so we should have everybody in their breakout rooms right now.

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Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. Okay, it looks like everyone is back. Hopefully you had a productive time in your breakout groups. Superintendent Board of Education Proposition O levy agenda motion carried And it to go around to each group And I asked you to think about like what would be if you had to write a tweet to represent maybe something that out of your conversation that you think would be good for the whole group to hear This would be the opportunity to do that.

And so I was going to see if we could start with Gary, Kim, and Milena to see if you could do your tweet and see if we have any questions that go along with that. Sure. So our tweet was that we haven't stopped focusing on what makes us who we are and what already makes us great. I don't know if you want me to explain a little bit about it.

I'm not sure it stands on its own. But what we were talking about was that from a standpoint of maybe what you were talking about with the givens and the goals, that what's a way for us to be able to capture the givens within the document so that that's not lost. And so we came up with some ideas of ways to capture that on the front end of the document to then be able to focus big picture on the goals. Okay, that's helpful.

And that could be something that we could easily incorporate. Thank you. How about Amy, David, Cameron, and Chris? So we had some good discussion, I guess.

You know, a good tweet would be, you know, great potential on the road to success, but great potential on the road to success, but we need to be able to account for bumps in the road and detours that we may encounter. So pretty much explaining that, you know, there were strong confidence in all of our goals, you know, from a broad standpoint. I think once we got into the objectives, you know, we had some questions on exactly, you know, not only if our measurements were going to give us the data that we need, but kind of what is the individualized plan and what does the practice look like? I guess on a daily basis and from a yearly plan standpoint from each goal.

So there were some objectives that had some of those questions. But, you know, in terms of capturing everything that we needed to capture, you know, the goals and objectives did a good job of that. But really just once we get into the nitty gritty details, what does that look like in terms of, you know, everyday implementation? Thank you.

Appreciate that. How about Stacey, Jason, Tony and Mary Jo? So our tweet was, Clayton's fluid strategic plan aligns with the attributes of profile of a graduate and A-bar focused on action, results, and accountability, hashtag outcomes. We thought that kind of represented the work because we thought what came out was that we really felt that the plan aligns well with the attributes of profile of a graduate and the A-bar work is clearly lined out throughout the document.

So it was very purposeful and really just seeing how everything sort of comes together in this one document. The questions that we had that came up in the group were just around accountability and measurement. How are all these things going to be measurable? And with that being said, really complementing the idea of the dashboard and having that great visual tool for the public to see the progress at any given time would be great.

Would be great. But some of the things being a little complicated, especially as they apply to A-Bar and SEL, as they are based on, a lot of these are based on assumptions and being subjective. So how do we go about measuring some of those? And then the other big question that we had that came up in the group was, how do we go about approving a plan without seeing what the action steps are for implementation?

Thank you. And we will make sure that the board gets to see the entire plan too with the action steps as well. And then the last one would be Joe, Robin, and Jeff, and Caitlin. So I can share.

So our tweet was still areas for growth and focus on mental health and empowering students of color through a diverse curriculum. But the strongest plan we've ever had, helping prepare students for a diverse world. That might be more characters than we were allowed. But we also started our own hashtag, which was SDCSP20-23, if you want to follow that.

The reason that we focused on that for our tweet was that we had some good conversations about the over and a lot of good support I think overall for the goals and objectives that are part of this but also some areas that we could maybe be more specific about Superintendent Board of Education Proposition O levy agenda motion carried We talked a bit about that. And then we also really spent some time thinking about the measures. And so I think that was one of the pieces that would have been a question that came up about the measures, just making sure that we're providing context for our community when they are reviewing those, the numbers and the metrics that we're providing, that we're not just throwing numbers, we're actually providing context for what they might mean. That was something that came up for the group as being important.

But again, really overall support for the goals, objectives, and the conceptual framework of providing data points. And really being careful, too, about the kind of looking at the right kind of data points for this so that we're not just putting a number out there, that we're giving a context and that there's quality over quantity. Thank you. So all the central office administrators should have collected those questions and that information.

And what we're going to do is take that information back and synthesize it and think about how we need to make some refinements before we bring the plan back for I will say that just from my perspective is that the plan is one that I feel like people can really be invested in. And it's not just that typical type of strategic plan where we have, it's focused solely on just a, you know, academics and solely just on maybe those types of measures. Superroportion O, levy, agenda, motion carried. Superroportionate, Proprietary, and Proprietary.

Superroportionate, Proprietary. We will be providing this as a transparent document on our website with those measures and the dashboard. So at this point, we will take that information and bring it back to the board and appreciate your time and working groups. back to the board and appreciate your time and working groups.

Thank you, Sean. Thank you, Sean. Thank you, everybody. This is not the last time we are not approving it tonight.

This is just to give some context to our community. This is just to give some context to our community. This is just to give kind of some preliminary input. And then, Joe, can I just say one other thing is that I also just want to make sure that we are emphasizing that this work is already started.

So, I mean, I know that there might be some refinements, but we're already moving on all the work that's in this plan. And so it's not like we're waiting for this improvement. We will get it approved by the board, but we're not holding back and we're moving forward with it. Awesome.

So we're going to speak of action. We're going to move on to our action items. We have a number of them. So we're going to start with 8.01, which is the Glenridge Children's Center or GCC Inc.

Termination of a lease agreement and memorandum of understanding. So, Gary, do we have a motion? Yes. So 8.01, I move that the Board of Education approve the termination of lease agreement by and between the School District of Clayton and the Glenridge Children's Center Inc.

Effective September 9, 2020, and the separate memorandum of understanding by and between the School District of Clayton and the Glenridge Children's Center, Inc., for a one-year term ending June 30, 2021. Second. Okay, it's been moved and seconded. Are there any questions or comments about this?

I actually have a question about it, Joe. I don't know if you want to. Go ahead. What order do you want to take?

And is Mary Jo still with us on this? She is. So to risk being a little bit, probably slightly annoying about this, I was hoping that you could walk us through a little bit how this is still seems necessary to have both an agreement that It terminates our lease with them and also a continuing memorandum of understanding that goes forward. I'm just not following why we need both of those and what the relationship is.

Going forward, once we've terminated the lease and we've implemented KidZone, it's just not, and again, I'm sorry to be a pest about this, but I'm just not following the process of why we're doing it that way. And basically, the GCC, their board, I would say, I don't think they're not dissolving the entity. And so they wanted to move forward in a manner where I guess they feel they're a partner with the district in how we're moving forward. Superintendent, Board of Education, Proposition O, levy, agenda, motion carried.

Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. Yeah. Yeah. And that was why last time why we we ended up not we didn't vote on it.

Yeah. I mean, I think it certainly does make it I mean, the termination agreement makes more sense. I mean, again, I don't want to critique other people's work or whatever. I just it's not clear to me why the district would enter into this memorandum of understanding to be born.

Like, I don't see why we would obligate ourselves to an outside entity to do things like provide care for an aftercare student for students and families in the community. We haven't done that with anybody else for the other schools. And Sean, you, I think, I don't know, were you at their meeting where they had the conversation or not? Some of it was just individual conversations, but they had separate board meetings.

They haven't dissolved. And so I don't think they're ready to just dissolve the entity. And I think this makes them feel like, you know, as you can see from the random, Gary, they really have no voice or anything. If you read it, there's not a whole lot.

They don't have a whole lot in there. Right. And I mean, just historically, like, Sean, like, this is goes back a bunch of years. And historically, you know, GCC is a very beloved.

Yeah, you know, it was something very unique to Glenridge. And it was I know that the other schools didn't have they had the kids on structure, but it was a very beloved, you know, organization at within Glenridge. And there's a lot of history there. So I don't know if that sheds any light on it.

I would frame it as that, and similar to what Amy said, that this has been like an institution within our district that we have supported in a lot of ways, if you think about it, in terms of providing space for them. And I think that with this agreement, it is very hard to think about dissolving something that's been in place, I think, for multiple decades. And so when they were thinking about this, it was almost like they were feeling a little bit better about moving forward with this plan because it is a big change for the Glenridge community that after a year, being able to evaluate how things have gone and seeing whether or not they would continue with having KidZone at Glenridge. And that's how I'm kind of taking it.

But I think that for the most part, they're feeling very confident about the Kids' Own program and feel that this is a really good move. And I personally feel like as the leader of the district, having oversight over the programs and knowing that we have more oversight over the after school programs is a good thing for us. Superintendent Board of Education Proposition O levy agenda motion carried Back that you know having programs where they sharing So I think it was just kind of a almost like a gradual release And so that my untechnical way of describing it but I feel like it a good step moving forward that we moving in having kids own as part of Glenridge And they did actually want it to be a two-year memorandum of understanding, which I was a little uncomfortable with. And I felt like doing it one year with the opportunity to have both entities come together and discuss it.

And then it would be the district's decision whether or not we extend this for another year. But so that was another negotiation back and forth with them that they did agree to. And I think it's important to note that these are parent volunteers who are on this board, and they have been very amenable to any of these conversations, and they have been extremely supportive. And I actually have to commend them for running such an amazing program for so long.

Any other questions or comments? I don't want to monopolize it, Jo, but just one follow-up for that, Sean and Mary Jo, well, it's kind of two-part. I mean, I assume we did have our own attorneys look at this as well. Is that right?

Yes. And I mean, I guess, I mean, I don't want to at all take away from like the spirit of the way where this is coming. It was just as I was, I was having a hard time understanding what the, what the goal for having that memorandum of understanding was. And I didn't want it to be, you know, there to be expectations that they can, they can decide next year that we don't get to have kids on there again.

Like, cause I don't think that's really a fair expectation if that's what it is. Yeah, and that's why we tried to make it clear in there that the district is making all the decisions in that memorandum. And so they really didn't have a whole lot of rights in it. So.

Thank you. I'm sorry for so many, so many comments. Real quick, Gary, that's a good point. So then just real fast, make sure it's clear and simple.

So what's the point of it again? What's the point of the memorandum? They don't have any rights. We control the dice.

What's the point of it again? That we would be moving forward at least in a partnership to help the community transition together so that the district and the GCC community were transitioning together moving forward. Any other questions? Spervantage, and the next meeting.

We have a petition. Could that be an obstacle for us? That would be at the end of the program during the evaluation, we are going to do a survey to make sure that we're working with the community, the community. Any other questions or comments?

And I guess I will make one comment. Just as Sean said, you know, the district values the opportunity to take over that program. And I think, you know, administration from Family Center to KidZone, from Sean and myself, you know, we all think this is the best way to move forward. Any other questions?

All in favor? Aye. Any opposed? Okay, it passes unanimously.

Thank you. So we're moving on to 8.02, which is the approval of purchases that may exceed $50,000 and were not budgeted. 8.02, I move that the Board of Education authorize the solicitation of bids for pathogen removal remediation using a needlepoint bipolar ionization system. Second.

It's been moved and seconded. Any comments or questions? All in favor? Aye.

Any opposed? Passes unanimously. Thank you. So we moving on to 8 which is the 2020 budget revision to the general fund 8 I move that the Board of Education approve the 2020 budget revision requesting a increase in general fund operating expenses to cover the district portion of the CRSWC FY20 operating loss Second.

It's been moved and seconded. Any questions or comments? All in favor? Aye.

Aye. Aye. Any opposed? It also passes unanimously.

So 8.04, which is the second reading and adoption of policy BBFA, which is the board member conflict of interest and financial disclosure policy. 8.04, I move that the Board of Education approve policy BBFA Board Member Conflict of Interest and Financial Disclosure Policy with the recommended changes. Second. It's been moved and seconded.

Any comments or questions? All in favor? Aye. Aye.

Any opposed? Any questions or concerns? Okay, it passes unanimously. So we're on to 8.05, which is the second reading and adoption of policy GBCA, which is the staff conflict of interest.

8.05, I move that the Board of Education approve policy GBCA staff conflict of interest policy with the recommended changes. Second. We moved and seconded. Any comments or questions?

All in favor? Aye. Any opposed? It passes unanimously.

So 8.06, which is the approval of meeting minutes for the August 26, 2020 meeting. 8.06, I move that the Board of Education, oh, hold on a second, I'm on the wrong page. I don't know if it's just written. I'm sorry.

I move that the Board of Education approve the meeting minutes from the August 26th board meeting. Second. It's been moved and seconded. Any comments or questions?

Aye. Oh, sorry. No. There you go.

All in favor? Aye. Aye. Any opposed?

Okay. It passes unanimously. So we're moving on to the financials. 9.01, the financials for June 2020.

9.01, I move that the Board of Education approve the payment of current expenditures and investments for June 2020. Second. Moved and seconded. Any comments or questions?

All in favor? Aye. Any opposed? Okay, passes unanimously.

So we're moving on to 9.02, which is the financials for July of 2020. 9.02, I move that the Board of Education approve the payment of current expenditures and investments for July 2020. Second. It's been moved and seconded.

Any comments or questions? All in favor? Aye. Any opposed?

Okay, it also passes unanimously. So we're now moving on to 10.01, which is public, which is patient at board meetings. Just a reminder, right, we've moved public comment towards the end of the meeting. So, Sean, Chris, do we have any public comment?

We do. There were actually four comments submitted, but one of them was actually a duplicate. So we have three comments to read this evening. The first comment this evening is from Laura Horwitz.

She writes, I recently begun watching board meetings with more frequency and have a number of questions and concerns. First, I applaud you for addressing issues of board functioning. It's clear that board members invest a huge amount of time and energy into their roles and deeply care about our school. Has the board considered setting a standard length of meetings, such as one and a half hours?

The unpredictable length of meetings and the fact that most are over two hour limits, over two hours limits their accessibility to the public. Would the board consider moving parent comments back to the beginning half of the meeting? I understand and support the greater focus on policy discussion. Nevertheless, parents already have a very limited voice in the board's process.

I would like my comments to have a chance to be heard while board members and community listeners are fresh. Why do some board members leave when they wish instead of participating fully in the meetings In the last several meetings I viewed I seen board members come and go in ways that have been difficult to interpret This is also out of step with other public bodies of which I am a member or observer Especially as all of us adapt to virtual meetings, more transparency about what's happening off camera will help viewers like myself understand what is going on. Each of the above points speaks to ways the Board can deepen its commitment to transparency and effectiveness. One second, please.

Each of the above points speaks to the way the Board can deepen its commitment to transparency and effectiveness. The meetings I have watched have also included what seemed like both confused and contentious conversations about racial equity. I would like to implore Board members to follow Stephen Covey's advice to first seek to understand, then to be understood. Specifically, in each meeting, I've observed Jason Wilson not being listened to by his colleagues.

This concerns me not only for immediate issues of board functioning, but also because it seems to reinforce a negative racial dynamic our district has struggled with, whether board members intend this result or not. Mr. Wilson is our district's first ever African American board member, which is shocking in and of itself. I think that context suggests that even if board members have different styles or opinions, there is much to learn here.

I know the board is leaning into these topics, and as they do, I hope they will attend to naming and rectifying the current group dynamic that puts one voice against the others. I saw this tension summarized recently as follows. Diversity asks, who's in the room? Inclusion asks, has everyone's ideas been heard?

Equity responds, who's trying to get in the room but can't? Justice responds, whose ideas won't be taken as seriously because they aren't in the majority? Finally, what happened to presenting the strategic plan in August? Those of us involved in the recent petition effort were told via email that the strategic plan was where we could expect to see our ideas incorporated and that August was the time that it would happen.

And that's the end of her comment. The next comment is from Angela Flotkin. She writes, members of the Clayton School Board, thank you for your time today. I have been a parent in the district for 12 years.

I am an environmental health advocate and, like you, care deeply about the health of our students and staff. Science and safety protocols surrounding the COVID-19 outbreak continue to evolve as additional studies are published and facts turn to fiction. We know by now that COVID-19 is primarily spread from person to person, mainly through respiratory droplets produced when an infected person coughs, sneezes, or talks. As plans continue to be refined to bring math students back into our classrooms, we need to focus on slowing the spread by addressing our indoor air quality, a strategy that is wise and health protective even in the absence of a pandemic.

A recent study from MIT supported by evidence published in a March article in the Journal of American Medical Association suggests that small COVID-19 aerosols as small as three microns or less can linger for hours in the air. An unventilated, unpurified classroom can be a petri dish for the virus. A recent Wall Street Journal article suggests four tools that should be used in schools to reduce spread. One, upgrade HVAC filters that can remove a large portion of airborne particles, such as MIRV-13.

Start HVAC systems earlier to allow more time for airflow and filtering before the school day begins. Spervantage, add standalone air purification and change HEPA filters regularly. Increase outdoor air either by opening windows or through the HVAC bleed system. Additionally, it is important that we select EPA-approved disinfectants that simultaneously produce health and protect health while killing COVID.

The Return to Learn plan on the district website highlights the use of a disinfectant product that contains one of the many ingredients we should be avoiding. It contains an ammonium quaternary compound, or quat. Quats have serious health concerns for anyone who uses them, teachers, children, janitors, including skin irritation, lung irritation leading to breathing problems, reproductive harm potentially affecting fertility and leading to birth defects, antimicrobial resistance, occupational asthma, and other serious consequences. Additionally, the plan cites that the product will be sprayed via an electrostatic sprayer.

The risk of aerosolizing many of the disinfectants on list N hasn't been studied, and there are very few that are approved for aerosolizing, misting, or fogging. Currently, the EPA is still researching whether these strategies will create a healthier environment for our children to not only return to school, but to stay in school successfully by minimizing the risk and the spread to the extent possible. Let's please not use our children as the test dummies when safer alternatives exist. I have consulted with a childhood medical expert in the community and in providing several resources that can help the district identify safer alternatives for cleaning.

I am available for research to help with any of these issues. Thank you for your time. Angela Flotkin, and she included a number of resources along with her comment. Final comment this evening is from Becky Patel.

She writes, I thank the district and the BOE for creating a Facebook event for this meeting that includes the link to the agenda as well as the live stream. Can you address why public comment was moved to the end of the meeting? Our board members sent the comments in advance of the meeting. I request that the board modify the comment policy under COVID-19 to allow for the public to actually speak in their own voices I'd like to hear open board discussion about the influence of recent petitions from within our community, student-led, teacher-led, and parent-led.

Since passing the resolution against racism in our district, what have board members done to personally learn more about how to be anti-racist? And that's the end of our public comments. Thank you. Thanks, Chris.

So, we are moving on to board communication. So does anybody, I mean I know that committees aren't meeting very much but does anybody have any reports on board communication. Then I think we just, does anybody want to make a motion to adjourn? Move that the Board of Education adjourn.

Second. All in favor? Aye. We are closed.

All right, we're adjourned. Thank you guys. Appreciate it. Good night.

Good night.

BOARD OF EDUCATION REGULAR MEETING, SEPTEMBER 9, 2020 MEETING MINUTES 1 + #2 Mark Twain Circle Clayton, MO 63105 T: 314.854.6000 F: 314.854.6093 claytonschools.net Regular Meeting of the School District of Clayton Board of Education September 9, 2020 Meeting Minutes Members Present: Mr. Joe Miller – President Ms. Amy Rubin – Vice-President Mr. Jason Wilson – Treasurer Mr. Gary Pierson – Board Secretary (left meeting at 9:01 p.m.) Ms. Stacy Siwak – Director Mr. David Gulick – Director Mr. Kimberly Hurst – Director Kaitlyn Tran – Student Representative to the Board Sandy Menchella – Administrative Assistant to Board of Education Central Office administrators present: Dr. Doherty – Superintendent Dr. Garganigo - Assistant Superintendent of Teaching and Learning Dr. Robyn Wiens - Assistant Superintendent of Student Services Mr. Chris Tennill - Chief Communications Officer Ms. Mary Jo Gruber - Chief Financial Officer Mr. Jeff Puls - Chief Technology Officer Mr. Cameron Poole – Director of Equity and Inclusion Visitors – Ms. Patty DeForrest, Director of Parks and Recreation 1. Call to Order Information, Procedural: 1.01 Statement of Adequate Notice, Pledge of Allegiance The meeting was called to order at 6:41 p.m. via virtual meeting over Zoom due to the coronavirus pandemic. 2. Superintendent Communications Information: 2.01 Superintendent Communications Superintendent, Dr. Sean Doherty, provided an update of the district to the board and the community. 3. Student Representative to the Board of Education Information: 3.01 Student Representative - Kaitlyn Tran Kaitlyn Tran, our student representative to the board, provided information regarding the district. 4. Study Items Study: 4.01 Clayton Recreation Sports and Wellness Commission (CRSWC) Annual Update/Budget FY 2020-2021 Patty DeForrest, Director of Parks and Recreation from the Clayton Recreation Sports and Wellness Commission, provided the annual update to our Board of Education on the Center of Clayton.

BOARD OF EDUCATION REGULAR MEETING, SEPTEMBER 9, 2020 MEETING MINUTES 2

5. Action Item Action: 5.01 Clayton Recreation Sports and Wellness Commission (CRSWC) Budget Approval That the Board of Education approve the Fiscal Year 2021 CRSWC budget as submitted.

Motion by Gary Pierson, second by Amy Rubin. Final Resolution: Motion Carries Yes: Joe Miller, Gary Pierson, Amy Rubin, Stacy Siwak, Jason Wilson, David Gulick, Kimberly Hurst

Patty DeForrest left the meeting at 7:25 p.m.

6. Information Item Study: 6.01 COVID Related Impact Update MaryJo Gruber, Chief Financial Officer, spoke about COVID and the related impact to the district budget.

7. Study Items Information: 7.01 Strategic Plan / Data Dashboard Dr. Doherty presented the strategic plan and the board and district administrators broke into small groups for further discussion. The group reconvened together to discuss the outcomes of the small group discussions regarding further suggested changes to our Strategic Plan.

8. Action Item Action: 8.01 Glenridge Children’s Center, Inc. - Termination of Lease Agreement and Memorandum of Understanding That the Board of Education approve the Termination of Lease Agreement By and Between the School District of Clayton and the Glenridge Children’s Center, Inc. effective September 9, 2020 and the separate Memorandum of Understanding By and Between the School District of Clayton and the Glenridge Children’s Center, Inc. for a one- year term ending June 30, 2021.

Motion by Gary Pierson, second by Amy Rubin. Final Resolution: Motion Carries Yes: Joe Miller, Gary Pierson, Amy Rubin, Stacy Siwak, Jason Wilson, David Gulick, Kimberly Hurst

Action: 8.02 Approval of Purchases that May Exceed $50,000 and Were Not Budgeted That the Board of Education authorize the solicitation of bids for pathogen removal remediation using a needlepoint bi-polar ionization system.

Motion by Gary Pierson, second by Amy Rubin. Final Resolution: Motion Carries Yes: Joe Miller, Gary Pierson, Amy Rubin, Stacy Siwak, Jason Wilson, David Gulick, Kimberly Hurst

Action: 8.03 2020-2021 Budget Revision to General Fund That the Board of Education approve the 2020-2021 budget revision requesting a $500,000 increase in General Fund operating expenses to cover the District’s portion of the CRSWC FY 20 operating loss.

Motion by Gary Pierson, second by Amy Rubin. Final Resolution: Motion Carries Yes: Joe Miller, Gary Pierson, Amy Rubin, Stacy Siwak, Jason Wilson, David Gulick, Kimberly Hurst

BOARD OF EDUCATION REGULAR MEETING, SEPTEMBER 9, 2020 MEETING MINUTES 3

Action: 8.04 Second Reading and Adoption: Policy BBFA-Board Member Conflict of Interest and Financial Disclosure Policy That the Board of Education approve Policy BBFA-Board Member Conflict of Interest and Financial Disclosure Policy with the recommended changes

Motion by Gary Pierson, second by Amy Rubin. Final Resolution: Motion Carries Yes: Joe Miller, Gary Pierson, Amy Rubin, Stacy Siwak, Jason Wilson, David Gulick, Kimberly Hurst

Action: 8.05 Second Reading and Adoption: Policy GBCA Staff Conflict of Interest That the Board of Education approve Policy GBCA-Staff Conflict of Interest policy with the recommended changes

Motion by Gary Pierson, second by Amy Rubin. Final Resolution: Motion Carries Yes: Joe Miller, Gary Pierson, Amy Rubin, Stacy Siwak, Jason Wilson, David Gulick, Kimberly Hurst

Action: 8.06 Approval of Meeting Minutes - August 26, 2020 That the Board of Education approve the meeting minutes from August 26, 2020.

Motion by Gary Pierson, second by Amy Rubin. Final Resolution: Motion Carries Yes: Joe Miller, Gary Pierson, Amy Rubin, Stacy Siwak, Jason Wilson, David Gulick, Kimberly Hurst

9. Financials Action: 9.01 Financials - June 2020 That the Board of Education approve the payment of current expenditures and investments for June, 2020

Motion by Gary Pierson, second by Amy Rubin. Final Resolution: Motion Carries Yes: Joe Miller, Gary Pierson, Amy Rubin, Stacy Siwak, Jason Wilson, David Gulick, Kimberly Hurst

Action: 9.02 Financials - July 2020 That the Board of Education approve the payment of current expenditures and investments for July, 2020

Motion by Gary Pierson, second by Amy Rubin. Final Resolution: Motion Carries Yes: Joe Miller, Gary Pierson, Amy Rubin, Stacy Siwak, Jason Wilson, David Gulick, Kimberly Hurst

10. Public Comment Information: 10.01 Public Participation at Board Meetings There were three public comments presented: Laura Horwitz commented about board meeting structure and anti-racial/anti-bias. Angela Flotken commented about COVID-19 and products used in our facilities. Becky Patel commented on public comments and anti-racial/anti-bias.

BOARD OF EDUCATION REGULAR MEETING, SEPTEMBER 9, 2020 MEETING MINUTES 4

11. Board Communications Information: 11.01 Board Communications There were no reports from board members.

12. Adjournment Action, Procedural: 12.01 Adjournment That the Board of Education adjourn.

Motion by Gary Pierson, second by Amy Rubin. Final Resolution: Motion Carries Yes: Joe Miller, Gary Pierson, Amy Rubin, Stacy Siwak, Jason Wilson, David Gulick, Kimberly Hurst

The meeting was adjourned at 9:03 p.m.

________________________________ ______________________________ Gary Pierson, Board Secretary Joe Miller, Board President Approved: September 30, 2020