September 7, 2022

Machine-generated transcript — may contain errors.

Thank you. Thank you. Thank you. Thank you.

Thank you. Thank you. Thank you. Terrific.

That is what notice has been given September 7th and welcome everybody. It's good to see everybody. And we have our fabulous alderman with us tonight. So, what's wrong?

We just have an alderman who is here, so I was trying to figure out where he was and if he was actually present. He's not actually present yet. There he is. He just popped up.

She's got him under control. Okay. Is this here virtually? Ira.

Hi, Ira. He responded. He said, hey, everybody. Okay, and everybody has to talk loud tonight because we don't have our little individual microphone, so just, Dr.

Patel just told me. Yes, we're working on the technology. Obviously, we just constructed a new, we have new construction going on. So, we do have mics at the middle of the room, but if you could just project a little louder, Louder, and there are some, I think there's one right by, over there at the end, so we should be okay.

Wonderful. All right, how about the pledge? All right, let's do it. Let's do it.

I pledge to the pledge of the United States of America, and to the republic for which it stands, one nation, under God, indivisible, with liberty and justice for all. Thank you I going to hand it over to Mayor Harris to recognizing her own Yeah, welcome to the Board of Aldermen meeting as well. And will the City Clerk please call the roll? Alderman Lentz?

Here. Alderman Berkowitz? Here. Thank you.

Alderwoman McAndrew. Here. Alderwoman Buse. Here.

Alderwoman Patel. Here. Alderman Trader. Here.

Mayor Harris. Here. City Manager Gibson. Here.

Thank you. Okay. I think the first thing on this agenda is for you all to meet, for everyone to meet this year's Mayor's Youth Advisory Council members. And they are, I think, almost all here.

Well, we're going to see a few. Would you all please stand up and just be recognized? And I'm just going to read the names of everyone, even those who aren't here, so you all will know who's who. If you want to kind of wait when your name is said, you know, that would be nice probably.

Okay. So Nora Cross, Israel Perrin. Gross. Nora Gross.

Nora Gross. Sorry. Is she in relation to you? No?

No, Gross. Yeah. Aiden Simkus, Amaya Everett, Eleanor Winings, Alex Slenn, Isabel Erdman, Helen Yee, Ivy Reed, Samantha Braidwood, Ismael, this is a hard one, Robles Razak. Did I get it?

Yeah, thank you. And Jillian Thomason, Amashine Aningo, and Amashina. This is the first time I've read the list aloud. It's a major name.

A major name. Thank you, guys. Thank you, guys, for giving that Mr. Thomas name.

Yeah. Yeah, yeah. And the advisors, the faculty advisor, Kate Lyons, and the parent advisor, the able-bodied, Jenny Abelies. Thank you, guys.

They were with us last year, too, and they did a fantastic job. Okay, so beyond that, oh, and by the way, last year's project that they did were two little free libraries, and you might notice them. One's out in front of City Hall, and one's at Taylor Park. And so that's kind of a really fun project that they did last year.

Some of these folks are repeating, so see what comes up this year for the project. So the next thing on our agenda is to take a look at the CRSWC annual budget update, budget presentation. And for those, I think everybody's familiar with this process, but this is what we do together every year is review this budget. And this is just to say that the CRSWC, the Center of Clayton, is a fantastic joint project.

And I don't know if there are any others like it in the country still. But a joint effort between our great school district and our great city has really been a benefit to everybody, residents and even non-residents alike. So thank you. Tony, take it away.

I think I know many of you here, but if not, my name is Toni Searing, and I am the Director of Parks and Recreation for the City of Clayton. So tonight we're going to talk a little bit about the Center of Clayton, about some of the things that we've been going through the last couple years, where we're headed for FY23, and then our budget. So if you have any questions, feel free to, I guess, pop up, ask me. We do have a time for a question and answer at the end as well, too.

So if you have anything that's fresh in your mind right when I'm going through it, please feel free to let me know. So one of our main indicators at the Center of Clayton is obviously membership and the total number of members that we have. Pre-pandemic, you'll see there at the bottom, we were just under 7,300 total members at the Center of Clayton. As of the beginning of July, we're at 6,155.

So we're at about 85% of where we were pre-pandemic. Obviously, we keep growing incrementally each month. We did have a little bit of a setback right there in January of 22 when the Omicron variant did a little surgence there, but we have experienced some slow, steady growth each month since then, and we are projecting for that to continue as well. Some of our post-COVID, I guess we'll say we're post-COVID right now, our successes for the FY23 budget and going into this year.

So we raised the minimum starting pay to an hour We have about 12 positions that that will affect moving forward We will be paying everybody an hour effective January 1st 2023 We're also increasing fitness class offerings by 36% from our original post-COVID reopening. We have, when the center actually reopened, we did not offer any classes at all. We didn't offer swimming lessons, anything like that. We were very slow integration, getting back into programming.

We had a lot of personal space in our classes. So we have really listened to whatever our members want. They want more cycling. They want yoga, TRX.

So this fall, starting actually last week, we're increasing those exponentially. So we do have quite a few more class offerings coming up this fall. And we intend to offer more as the year goes on. We project on having our lowest operating deficit budget since the start of the pandemic.

You'll see in a few slides, but we are projecting for FY23, which is October 1st through September 30, 2023. We are projected to have an operating deficit of about, I'm sorry, an overall deficit of about $280,000. But as always, our target is to be less than that. But that is the lowest since the onset of the pandemic.

As I mentioned earlier, membership is really our bread and butter. We do have experienced slow, steady growth in memberships since October. We're up about 20% of our memberships since that time. So that is something that we're constantly focusing on, constantly looking at, and constantly trying to recruit new members as well.

So to that end, we do have a new marketing strategy. We have some new marketing folks with the city of Clayton, and part of their time and effort is dedicated towards the center of Clayton. Gabby Macaluso is our communications manager and Kristen Bryant is our communications and marketing specialist. So they are really working on a whole new strategy for the Center of Clayton.

And really, we're going to be focusing on Instagram Reels, which are short videos, and really putting those out. Along with eye-catching graphics and eye-catching social media on Nextdoor, on Facebook, on Twitter. As we all know, not every generation does social media the same. So we really want to try to spread that out and try to hit everyone on our social media activity as well.

We're going to continue to pay for some of the social media advertising, which then will generate, especially the Facebook algorithms and how those work and what people see what ads. So we're going to make sure that we have a concerted effort towards that as well. We're also doing some stuff inside the Center of Clayton. We're going to have some digital reach boards.

Reach is the company that provides those. There's one on the first floor right by the new check-in station near the elevator. There'll be one in the fitness center as well. Those are really meant to convey things that are happening immediately in the facility.

If there's a rental, first floor directing people where they're going, to update people about new programs that are coming, perhaps holiday hours, policies, procedures, things like that. And then obviously to advertise center memberships or new programming or offerings that we're having as well too. One of the things that the communications team is really looking for is a mobile app. And they're working with REACH right now to figure out the logistics of all of that and hoping to have that launched in January or early in 2023.

And that will be things like you can check in at the Center of Clayton, and that will post on social media. It will be push notifications. It will be integration with our online fitness on demand programming as well, too. So some pretty exciting stuff with that.

And then they've also revamped our programming and marketing as well, too. Right now we're doing the city views and the Parks and Recreation Activity Guide is a flip guide. On one side is the city views. On the other side is the Parks and Rec Activity Guide.

So making sure that all the people in the community are getting all of that information, not just for Parks and Recreation but the other things that are going on in the city of Clayton as well. And then the Activity Guide itself is also mailed to homes within a one-mile radius of the city as well, too. So those folks are getting all the Parks and Rec information, the information on membership, on programming as well, too. One of the big pushes that we're, like I mentioned earlier, that we're having this fall is the fitness programming.

We have, not only do we have the fitness on demand online information, but we're also expanding the program offerings. And one of the things that they're working on in social media is, as I mentioned, the Instagram reels or the short videos. We'll have videos of those classes that were, the new classes that we're rolling out. We're also going to be focusing on some personal training.

That has really been a little bit slow to recover since the pandemic. So as more people are moving back, are coming back to the center of Clayton, we're going to talk more to them about personal training. We be doing short videos on group personal training classes and some of the other programs that we have to offer as well too So we really want to make sure that that programming effort is getting classes this fall as well too So we have certain things that tend to be very successful, basketball, swimming year round. So those things we can, again, expand a little bit on, but the programming for fitness and water fitness is really where we want to go to help drive the membership.

So we're going to move right into the budget, unless everybody has any questions about our recovery from potential recovery from COVID. Okay. So our operating fund, you should have all received this information, but this is the basic category revenue and expense breakdown for our operating fund. We are looking at for FY23, a projected $534,000 deficit in the operating fund.

And we'll talk about some of these things here moving forward. But we are planning some increases in, like I said, in programming, but in pricing and in the operating fund. As well, some increases that we hope will drive membership as well, too, for marketing. About 60% of our revenue is membership and daily fees.

It really breaks down to about $1.7 million per year. Program revenue, as I should have mentioned, sorry, we are planning a pretty aggressive membership fee increase for FY23. We went through the CRSWC. We talked about it multiple iterations of what that membership fee increase should look like.

It did settle on about a 12% membership fee increase. We have not raised membership fees at the Center of Clayton since October of 18. So it has been several years. We had intended to do one sooner, but obviously the pandemic hit, and we felt it was important to try to keep those rates steady.

So the – and this is across all membership types. So when we do a membership fee increase, we also want to look at daily fees as well, because it shouldn't be cheaper for you to purchase two daily fees per week than get a monthly membership at the center of Clayton. So when we do a membership fee increase, we also look at daily fees, and we adjust those accordingly as well. So, again, that's obviously the largest part of our budget.

Our programming revenue is about 20% of our overall budget. Again, as I've mentioned multiple times, we are planning on expanding the fitness programming, group exercise. We are going to have some new kids programs coming up. Our karate program also returned over the summer and that's been pretty successful.

We have kids that have been going to camp, karate camp, and then also the weekly karate class. We're reintroducing taekwondo. And then we will have our youth basketball league and volleyball leagues that will, volleyball is this fall and basketball will be this winter and those will return to what they looked like pre-pandemic. So there will be quite a number of teams.

Everybody will be able to participate. We're expecting those activities, barring any major complications with COVID or resurgence, we're expecting those to return to pre-pandemic levels as well. And then we also are offering a new club for kids called Archery Club, too, so we're hoping that that brings in some of the kids as well, too, and maybe even one of the things that we're going to really look at this fall, too, is the teen programming, the 6th, 7th, 8th grade programming, and how can we get more kids into the center. Thank you.

We're looking forward to getting out in the community. We're having some new ideas with our group personal training class. We want to do some specific programs that are going to target older adults, perhaps a women's group personal training class. So we're looking forward to starting some of those activities as well.

And then rentals, it makes up about 5% of our overall budget. We also have pretty aggressive growth in that for the FY23 budget. We're looking at about a 34% increase over where we ended at the end of the year, or where we're projecting to end at the end of the year. However, we do feel pretty good about that.

One of the things, our hours right now have been adjusted since the pandemic and we're open 7 to 5 on Saturday and Sunday. But what that has really done is it's allowed us to offer many more after hours rentals. So after hours, bar and bat mitzvahs, wedding receptions. Trivia nights, things like that.

So we're really getting more booked up on the weekends for those activities as well, too. And we're having more regular meetings coming back to the Center of Clayton. The Rotary meets in our building once a week. And we're also having other businesses reach out to us for regular rentals across the board as well, too.

And then miscellaneous revenue is really just food service, our vending, the money we get from Subway, Some of the utility reimbursements as well. So that's a pretty small portion of our budget. Tony, are the rentals just the rooms or are you renting out the facilities as well? We rent out all different parts of the facilities as well.

I have a slide that will talk about which areas that is, which we rent. So membership and daily fee revenue. About $1.6 million of our budget is for membership, and that is broken down. 47% of those are resident memberships or budgeted to be.

25% non-residents and 28 corporate. What's interesting about this is pre-pandemic, our membership was really broken down to 43% resident, 21% non-resident, and 36% corporate. So corporate is an area that, as we all know, they have not rushed to come back to the office. So obviously that's affecting the center memberships as well, too.

But as those businesses do come back, we've been talking with marketing about how we can get in there, how we can offer them memberships and offer them free weeks to come back to the center. But that is certainly something that has changed a little bit during the pandemic. Daily fees also have changed a little bit. Just under $118,000 is what's budgeted for FY23.

45% of that is residents, non-residents 39% and corporate 16%. Pre-pandemic, it was 42% residents, 47% non-resident and 11% corporate. So we had fewer corporate folks that were coming to pay a daily fee, more paid a membership fee to come, but we did have a lot of non-residents that came to the center, paid daily fees to use the facility as well. And that has tapered off a little bit during the pandemic as well, too.

So that has started to increase, though, in the last couple months. So we're pleased that that seems to be moving up again as well. So Tony, you've got, I'm looking at a little bit of detail here, but you've got, you're showing a 12% increase for corporate, and that's what you're projecting, and how did you come to that? Really, it's based on the trends that have been happening the last several months, and then we're looking at more people returning to the office.

But yeah, those are really, it's based on the increases that have been happening over the last several months. So it's more like based on historical increases. Increases. So you haven't gone out and kind of talked to some of our leading corporations and say, what's your projection of office?

No, not yet. That raises another interesting question. Do any of the businesses actually subsidize or support membership? The only one that used to, and I'm not sure that they do anymore, and I'm going to turn to my administrator, Superintendent Mallory, is Reuben Brown.

We haven't done anything like that for several years. We've had a few companies maybe reach out and are interested in it or nothing's really worked out. I think it will be part of the marketing strategy once we kind of get that in place. Right.

And how Ruben Brown would do it is they would bill their employees for a reduced cost of the membership and then they would pay us for the difference. So, yeah. But it's certainly something that we'd be open to moving forward. So how does some of our program and rental revenue break down?

Aquatics makes up for about 37% of our programming revenue. Most of that, the vast majority, is in-house programming. So that is our swim lessons, our private swim lessons, water fitness class, springboard diving, almost every program that we hold at the Center of Clayton we do in-house. We do have a small minority, about 1% of that is contractual, and that's really our SCUBA camp program in the summer, and then also the first aid CPR classes, renewal classes that we offer for our employees as well.

That's all contractually provided to us. The sports department brings in about 27% of the program revenue. In-house programming for sports is really our youth volleyball league in the fall and basketball league in the winter. Contractual programming for sports is all of our summer camps.

So we have a wide variety of summer camp offerings. We'll summer camp and spring break as well. And we're going to look at expanding some of those programs, camp programs on the winter break as well too this coming year. And then the climbing wall brings in a little bit of money in the sports department as well Fitness brings in about 26 of our revenue You see the vast majority of that within the fitness budget is personal training So again that an area that we really going to be focusing on coming up this year I know we have about budgeted for personal training revenue this year In the past I can tell you historically when personal training was at its peak we had brought in about So there certainly is some room for expansion there as our membership base We do offer one or two contractual programs.

That's really boot camp. And then we offer a, it's called Synergy, I believe, with a qualified instructor that we hire on a contractual basis for that as well. So the vast majority of our programming and the personal training staff are all in-house. They're all employed with us.

And then really general instruction is our contractual camps. Again, summer camp, spring break camps. Those are things like chess camp, Lego camp, robotics camp, things like that. Those are just the general instruction camps that we offer at the center of Clayton.

As far as rental revenue, about just under 50% of our rental revenue is for the meeting rooms. The meeting room one-off rentals, you know, you want to have your birthday party or the baby shower, wedding shower, things like that, we do in the meeting rooms. The weekly rotary meetings, we have those as well. The party room, the new party room that we did as part of the renovation for the center, I'm really pleased to say that that's going to be about 15% of our estimated budget for next year.

It really is hitting the mark with being right next to the pool. So it's an easy in and out to the pool for families with small kids. They can have the party. They can have the cake.

Everything can be in that room. It's an easy cleanup room. The floor is very, doesn't matter if it's messy. It can be easily cleaned and mopped.

So that's really an exciting addition to our meeting room package. And then also after hours rentals. Like I said, we were really pre-pandemic, hardly, I would say less than 2% of our meeting room rentals. We're after hours rentals.

We closed at 7 o'clock. It was hard. A group doesn't want to wait to come in until 8 o'clock to start a birthday party or a trivia night, things like that. So this 5 p.m.

closure has really expanded our after hours offerings as well. That's about 25% of those rentals right now. We also rent out gymnasiums. Normal, or I should say normal, just one-off gym rentals.

That's if your team outside of the basketball season wants to have a basketball practice once a week. We'll rent out the gym to you. If there's a group of guys that come in twice a week, early morning, like 6 a.m., they rent out the gym, so they're guaranteed a space each day when they come to the center. So those are just not large tournament rentals.

Those are about 8% of our gym rental budget. And really, we're starting to get back into the tournament game. We had had a few right before COVID. Again, that's something people aren't really doing right now.

We're just kind of starting to get a few inquiries about that as well, too. So I think that's something that can expand as well, too. And we work well with Steve Hudson at the school district. If they need to have super gym, we can all work together.

And what that also does is it helps out Subway because a lot of people are there having lunch there too. So that's certainly something that when people inquire about that, we try to make that work whenever possible. The pool is about 20% of our rental budget. The competition pool and leisure pool, it's pretty evenly split 50-50.

Our rentals for the competition pool are really Clayton Shaw Park Swim Team. They rent lanes early in the morning and then also later in the evening in the competition pool. And then the leisure pool is really larger party rentals, after hours rentals. So if somebody does a big after hours rental, like on a Saturday night that's going to be for the pool and the meeting rooms, both of those areas get the revenue for that.

So there's an hourly fee they pay for the pool and an hourly fee they'll pay for the meeting room. So that all goes together and can be a larger revenue producing rental for us as well too. And then we have limited rentals on our Clayton Wall and our aerobics room. Sometimes people will teach a program maybe that we don't really offer at the center, ballroom dancing, something like that.

And they might just want a space to teach a one-time program in our rooms as well, too. So our rentals actually, we're pretty happy with how those have been progressing as people were coming out of the pandemic. So we're really hoping to increase that as well. So it looks like competition pool rentals took a real hit.

You know from in the 22 estimate you know and then I see you got an increase going on but was that pandemic related or was there something else going on there It was Because the pandemic was already going on Right Actually Clayton Shopper didn rent as many lanes that first year coming out as they had previously And then we've also done a slight fee increase for the lap lanes at the center of Clayton because we realized that they were not really covered in our expenses. So we needed to increase that as well. But they did scale back a little during this year's budget, or FY22's budget. Yeah.

Okay. If there's no more questions about revenue, we can talk about operating expenses. So one of the biggest increases to our operating expenses was the increase to part-time personnel pay rates. As you can see, since October of 2016, we've increased our rates of pay from $8.50 an hour to $15 an hour.

So effective January 1, 2023, the minimum rate of pay for all of our positions will be $15 per hour. I should say that that is only 12 positions between the city and the center, and it's really some of our basic positions, a scorekeeper for youth sports, a fitness attendant, not a shift supervisor, a welcome desk attendant, not a shift supervisor. So the shift supervisors, the instructors, those people do get paid more than $15 an hour, but everyone in our building will be paid $15 an hour effective January 1, 2023. When we do that, we also look at our programs and make sure that those programs are covering their costs.

So when we look at rate to pay, obviously some of our basic fitness programs are free to members. Those are specifically designed to attract memberships. So we want the more memberships that you can bring in. That's how they're covering their revenue.

But things that are specific one-on-one, so personal training, private swim lessons, Those cost more because the instructors are paid more because they're also one-on-one services and not a group swim lesson for people. So those people would pay a little bit more for that. But we make sure we look at all of those programs. Every single year we do a cost analysis with every program.

We look at what the competition is charging as well, too. So we want to make sure that not only are we making sure we're covering our expenses, but we're not pricing ourselves out of the margin as well, too. Obviously, we've been talking a lot about inflation. There's inflation-related increases to commodities.

We do know that some of our supply accounts, uniforms for basketball and volleyball, chemicals for pools, those have all increased as well. We do not buy things that we don't need at the Center of Clayton, so we do try to consistently watch our expenses and make sure that we're not overdoing it in any area. In aquatics, it may look like they had a big expense, but we moved pool chemicals out of the general building operations and maintenance fund into aquatics because we felt like that was a more accurate representation of how much it costs to run the pools. And then one of the things we are planning on doing is, would you have money in the budget in FY23 to do a full marketing plan study so that we can position the center as best as we can and make sure that we're taking advantage of all of our marketing efforts and that they are headed in the right direction.

So that is one thing that is included in the FY23 budget as well. So the study will be separate. All the work that you're doing now in marketing, all the social media, are you getting any feedback on that? Yes.

Actually, we're getting a lot of really great feedback on that. And we want to make sure that we're headed in the right direction with that. And so it will not only talk about social media, it will talk about membership, Marketing for membership as well too, and saturation for not only Clayton, but the surrounding communities as well. Thank you.

You're welcome. Any other questions about operating expenses? I have a question. This is actually on the cost recovery slide.

Okay. It's a very general question that pre-pandemic, depending on your accounting contributions or not, You're almost very top line. For the operating fund, we're almost 96% cost recovery in 77. Is there a projection when we'll get back to a higher cost recovery, or are we tabling out, or what's the...

I do not, I had not projected that far out. I would imagine it's going to take us a few, several more years to get anywhere close. Originally, when the center, when they did the feasibility studies with the center, they were estimating about 85% cost recovery. So I think it'll probably take us a couple more years to get there.

Good, to there. And then I do want to commend you on the $15 base for those 12 people getting a backup. It's close to us living wage. And I think, I don't remember my other question.

Go ahead. Yeah, it's important right now. We have to try to attract as many great employees as we can. And as everybody knows hiring right now is really a challenge So I think that certainly going to help us as well So we have an equipment replacement fund and that equipment is generally for things that are used by the majority of the members at the Center of Clayton We do an annual regular replacement for our cardio equipment up in the fitness center.

Prior to our renovation, we look at all of our equipment every year, and we were spending about $40,000, $45,000 a year on new equipment. We obviously got a great new number of pieces up there during our renovation, so we don't need to replace quite as many quite as quickly after this renovation. Eventually, I think we will be getting to the point that we'll have to replace more equipment each year. But what we do is we'll look at all of our cardio equipment.

We look at the pieces that aren't performing very well, maybe break down a lot, need a lot of work. If people don't use them very much, we bought equipment in the past that just hasn't worked out. So we'll look at that every year. This year we're budgeted to spend about $27,000 on cardio equipment replacements.

And one other thing is we also have a wide variety of cardio equipment. And there's a reason for that. We're not just a life fitness or a woodway treadmill facility. A lot of these pieces have different strengths and weaknesses.

Some of them have a lower step-up, which is easier for people with limited mobility to get on a treadmill. We have pieces of our bikes that are recumbent bike versus an upright bike. So we do try to mix up our brands because we do think that they really offer a lot of difference. And then we're not locked into one specific brand for all of our cardio equipment.

So we look at that every year as well. We also have some equipment replacement this year that happens to be mostly for the pool. We do need a new portable ADA lift for our pools. Our one right now is limping along.

And we also have to get a pool vacuum and then some Pool chlorinators for the hot tub, the leisure pool, and the competition pool as well too. So that's all expected to cost about $23,000. And each parent entity contributes about $50,000. I'm sorry, not about, $50,000 to the city and the district both contributing to the equipment replacement fund each year.

Then the last one we have is the capital fund. Each parent contributes $100,000 of their annual contribution to that fund. This year, revenue is expected to exceed expenses, barring any major catastrophes at the center of Clayton. One of the main expenses we have for FY23 is we plan to seal and stripe the north parking lot.

So that will be done in this next summer. And then we also have replacement and repair of some equipment within the center. There are parts of the central roof that did not get fixed when we did the major renovation, so we still have some roof issues that are lingering on from when the facility was built in 2000. Most of those are over the aerobics room and part of the fitness center, but they're significantly reduced from previous years, so that's good news.

But we still have some money set aside in case we do have to deal with those. And then any smaller projects, like this year, for example, we're trying to get our gym curtains replaced in the fitness center. So, I'm sorry, in the gyms. So things like that that are a much smaller scale that were not able to be included in the renovation are all included with this as well.

And I'm not sure if he's behind me. I can't see. But I work with Jim Burnell each year for the city's school district's facility services department. He and I will work on both the equipment replacement fund and the capital fund each year.

We have a rolling schedule that we figure out when things need to be replaced, when we need to budget for things, if something can wait, if it needs to be moved up. So he and I work together on that every year to make sure that we're accounting and allotting for what we need in each budget cycle as well. So are there any large deferred capital maintenance expenses coming up in the next one to three years? No, not to my knowledge.

Social law maintenance capital like that? Correct. So we do have a few tenants at the Center of Clinton. Oasis has been there since our inception.

They're a great partner. They pay a utility and a supply reimbursement to us. It's about $40,000 each year. And then the center gets use of their programming rooms after their hour.

So after 3.30, Monday through Friday, and all day on the weekends, we can use their rooms. We used to use those for birthday parties. But now, since we're done with the party room, we can, if we would happen to have a separate birthday party, we can book that upstairs. Or we're also booking like smaller neighborhood type meetings or scout meetings if people want a room that maybe isn't as fancy as the first floor meeting rooms.

They're welcome to use those classrooms as well too. So it's really helpful to us as well. And OASIS also drives some memberships to the Center of Clayton. So those folks get the corporate rate if they have a membership at OASIS.

There are people who do have that and then they come to the center of Clayton as opposed to going somewhere else. So we do like that. Subway continues to be a popular choice, really for the residents, the members, the high school students, the people over at Claris. So we're projected to get about $12,000, which is a percentage of their sales, their annual sales there at Subway.

Sales have been really slow to rebound though since COVID. So again, if as many people aren't back in Clayton, there's not as many people that are coming down to the center. We do get a pretty good walk-in business from Calaris, so as more of those folks are coming back, more of them are coming down to the center for Subway. The other thing, too, is I know that the school district will do a lot of rentals on AdSync Field.

They make sure that they tell people, hey, there's a Subway at the center of Clayton, so people can come down there during those baseball tournaments that they have every weekend. And as I mentioned earlier, some of those tournaments that we have at the center of Clayton, we will also let them know Subway's an option. And then we work with somebody to make sure that their staff to deal with a larger amount of people as well, too. And then the Clayton Community Foundation does pay a quarterly utility reimbursement for their Heritage Center office at the center, which during the renovation was relocated to across from the meeting room.

So those are all working out very well for us as well. The fund summary. So we are projecting a total deficit of about $324,000 for FY22, which will end at the end of this month. Hoping, looking at some of the numbers that we've got, we did this in early August.

So we're hoping with some of the numbers that we've gotten in the last couple weeks, we're hoping to do a little bit better than that. So that'll be good news if our membership does continue to keep growing. And then our FY23 budget, we are overall projecting a $279,000 deficit for the facility as a whole. Again, we do think we are pretty accurate.

We tried not to be too aggressive or too conservative with our membership numbers since we were planning on the 12% membership fee increase. Those rate notices, increased notices did go out to center members via email in the last couple weeks. And as always, when you send somebody a letter like that, it reminds some people that they're not using the Center of Clayton, which is, you know, then they decide to terminate their membership. But we really have not gotten a ton of terminations just because of that.

So we're hoping, you know, a few people have been pretty understanding since we haven't raised rates in four years. So we're looking forward to slow, steady growth in membership throughout the year as well. And then as Susan talked about earlier, operating cost recovery, we're estimating about 63.8% for FY22 and 77% for FY23, and that's with the contributions from the parent organizations. So in FY22 and 23, the parent organizations will be contributing $300,000 total, so $150,000 each, to the center's operating budget.

So without that contribution for FY23, it's looking at 68.3%. If you look at all funds for FY22, we're estimating 90%, 92% cost recovery proposed for FY23. Again, that's including the contributions. If you subtract all the contributions, which is, again, $600,000, $300,000 per parent organization, We're looking at 71.6% cost recovery for FY22 and 74.7% for FY23.

So I've worked for the city and the center for a long time and yes, I would love nothing more than to get closer back to 100%, but I just think it's going to take us a little bit. I would love to get to 85% sooner rather than later, which was the original projections for the facility. So then the last line you'll see is the additional subsidy, which is the additional deficit that is split 50-50 between the city and the center. And again, we're estimating a little over $324 for FY22 and $279 for FY23.

And the average cost recovery per the National Recreational Park Association is 23%. Thanks for sharing that. So that 600,000 includes the additional subsidy? It does not.

It does not. Correct. And the 600,000 and the, like, for example, the 279, those are both split 50-50. Do you have any idea how long the Centennial Commons in New City will be down?

We have heard a couple months. So, I've heard that was a couple weeks ago, so maybe two to three months is what we were originally being told. So is there an opportunity to help our neighbors there and offer them kind of a monthly in rate until they back up and running to help with some of the running We reached out to their staff I have not heard back from them but we have had some people that have joined They joined the outdoor pool and they have joined the Center of Clayton at a monthly rate They've been paying the non-resident rate. Unless they work in Clayton, they can get the corporate rate.

But we were playing phone tag with... I've been playing phone tag with their director over there to see what it is they're looking for. I know that some of those folks have been going to Richmond Heights as well. Yeah, I just wonder if there's a chance to help a neighbor and also help ourselves.

Sure, yeah. Like I said, I know there have been a few people that have joined us for a few months. I know some high school kids are coming over to use our gym. Oh, great.

Any other questions? I have one on communications. Yes. Yes, so I applaud the extra marketing effort and everything you're doing to study what can be done better.

That is fantastic news. But is the school district communications department partnering with you on any of that and helping out? You have the expertise and you also have a lot of social media and also newsletters and all kinds of stuff. Absolutely.

Are you collaborating with our group about communications for the center? Not yet. Not yet, but we certainly will. Will you be?

Oh, absolutely. Okay, that's the question. Oh, yeah. I'll put that in contact with you.

I know that we use like school district mailing lists, things like that we get from the district when we send out our information about all of our youth sports leagues in particular, So three times a year, volleyball, basketball, soccer, baseball, t-ball. So yeah, we can certainly delve more into other partnerships. Can I add one more question? The city is looking at doing its parks and rec planning starting in January.

And my understanding was a percentage of that will be programming. How much of that will impact what you were just talking about here? How much of that study will actually be at the center? We actually went back and looked at the last master plan study that we did, and overall at the end with the recommendations and everything they looked into, it looked like about 10% of that was really about the Center of Clayton and things that we could improve at the Center of Clayton.

Otherwise, it was broad scale recommendations on parks, on overall programming, but about 10% could probably have been attributed right to the Center of Clayton. Tony, I'm wondering if you could, if you know, or if you could tell us anything about as the recovery of memberships has happened since the peak of the pandemic, has there been any change in any broke down kind of the different categories, resident, non-resident, corporate, and stuff like that? But in terms of the demographics of who is paying a monthly versus an annual versus a daily fee, is there going to be a change there in terms of what those groups are made up of that we know? Like I said, really we just kind of looked at the changes for resident versus non-resident versus corporate, which I spoke to.

We're still struggling with our family memberships, whether they be resident, non-resident, or corporate. We're still struggling. I think as we bring back more services and amenities, because we have been slower to bring back things like child care, which we're struggling to bring back because of staffing. So I think as we bring back more amenities and more activities, we'll attract more of those family memberships.

But other than that, we haven't fully delved into any age brackets and are they getting monthly versus annual. The seniors have been a little bit slower to recover as well, but not to the length that the families have been. And some of the seniors have also switched over to, especially the corporate and non-resident senior. We have a Renew Active membership, which is essentially a free membership that you can get through UnitedHealthcare as a senior as part of your insurance.

And then we're paid per visit from those folks. And we actually, if they're a frequent user, we can make a little bit more money than if they had a monthly resident membership as well. So we did see a little bit of a shift towards some of those. It's free to the senior, but then we get paid by Renew Act.

And we did see a little bit of a shift for those people as well. But the seniors have always been, and this has not changed. They've always preferred to pay annually because they get a 5% discount versus monthly, and that still has not changed. Also, just to clarify, when you talk about corporate memberships, you mean people who have a membership, they're eligible for a membership because they work within the city.

Yes, yes. It's not a corporation paying. Correct I mean if a corporation wanted to pay we could certainly figure out a scenario to make that happen Like we mentioned Reuben Brown used to they would take their employees memberships out of their paycheck and then they would pay us for it because they were charging their employees a little bit less That certainly something that we could work on But yeah it because people have the privilege of working or they working in Clayton that allows them the privilege of getting a cheaper rate than the non rate is really what it is How do you count the Renew Active? Are you counting them as daily fee?

No, we're actually putting them in our membership, but we know what that number is and we kind of pull it out. We don't really count it as a hybrid, a hybrid between a membership and a daily fee, yes. They're technically a monthly membership. There's just no fee attached.

So when we look at units, annual versus monthly, Renew Actor will be in the monthly. And there's about 300, I think just over 300 of those folks right now. And we're actually also going to work on some programming coming up here where we're going to do like brown bag lunches and seminars with folks and monthly seminars just to get those folks in our building and then they scan and then we get paid for those scans as well too. So working out some stuff to engage those folks more so that they come to the center more often.

Because everybody likes something for free. So a lot of people just sign up for free and then they never come. But we want them to be engaged and participate in the center as well too. I was wondering what, I realize the clientele at Wellbridge and the center are not by any means the same.

On the other hand, that's a major facility that's gone out of business in the last six weeks with lots of corporate members, probably not a lot of young people, I can say that because I was there. But, you know, so I'm just wondering to what extent there's an opportunity to tap into that departure from the Clayton community, Because we obviously draw from people who are close by. So that's obviously, you would think, a target. Right.

No, and actually, we have done pretty well in getting some of those Walbridge members back to the Center of Clayton. They maybe came to the Center of Clayton when we first opened the first few years and then went to Walbridge. A lot of them were pretty surprised that we had done the renovation, really liked the renovation and the things that we did. One of the big things for those folks was spinning or cycling.

So we didn't have any cycling classes. We're now offering six cycling classes starting this month. We heard from a lot of those Wellbridge people. They wanted cycling.

So we even got two instructors, I believe, from Wellbridge for cycling. And we're looking at any more instructors that want to come to the Center of Clayton to teach any of those classes that the Wellbridge folks really liked as well, too. So, yes, that definitely is an area that we have tapped into, and we would love to get more. Are you thinking about indoor pickleball?

Not right now. I thought we had no one ask about pickleball. Yes, we did offer it on Friday nights, but we really weren't getting a lot of people, anybody, coming. So, yeah, yeah.

Not yet, yeah. Maybe the winter. Tony, I know from the student perspective, you know, Misha just recognized e-sports as an emerging sport, So I think that might be a market we could tap into. Yes.

And actually, I'll be at a conference later this month, and that is one of the things that is really a hot button right now with parks and recreation across the country. So that's definitely some of the seminars I'm interested in going to and getting that set up as well. And we had a commission member offer to help us with that as well, too. And so some other folks whose kids are into that.

So I think that will be something that could be really fun for the center. Questions? How much? That was great.

Thank you so much. Tony, thanks for doing such a great job running the center all these years, and now you're in charge of everything. Yes. But you're still doing a great job.

Well, thank you. Thank you. And I appreciate the support from both of our parent organizations as well, too. So it's great to work with everybody.

Okay. Question? So I think we're going to, yes, adjourn that portion of the meeting and then we'll start our tax rate. Yes.

Yeah, so we're going to adjourn this portion and then we're going to start our tax rate. Yeah, so we're going to adjourn our meeting. Okay. So I need a motion to adjourn the Board of Aldermen meeting.

Move to adjourn Board of Aldermen. Second. All those in favor? Aye.

Any opposed? Okay. We'll let you guys get to it. Thank you.

Thank you. All right, thank you all very much. Thank you Thank you. Thank you.

Thank you. Thank you. Thank you. Thank you.

Thank you. Thank you. Thank you. Thank you.

Thank you. Thank you. Thank you. Thank you.

Thank you. Thank you. Thank you. Thank you.

Thank you. Thank you Thank you Thank you. All right, let's go ahead and reconvene. So I guess we're going to call to order the tax rate hearing.

So let's call to order. Good evening. The purpose of this tax rate hearing is to receive public comment, if any, about the tax rates we're proposing this afternoon. A public hearing notice was established.

You should have a copy of it. It's a one-page document that outlines all the information that we're required to put out by statute. The process is strictly regulated and it's overseen by the state auditor's office who produces the worksheets we use and ultimately reviews and approves our calculations. There is an inverse relationship between what happens with assessed values and rates.

As assessed values rise, rates tend to fall, or the opposite, as values fall, rates rise. The purpose of that, it's all designed to keep tax collections for the school district protected and level. And the only gross we see is out of new construction. Tonight we're presenting some rates for you that have changed.

We have a multi-rate process. The residential rate is shrinking by about a half a cent to $4, 4.0326, down from 4.0373. The commercial rate is increasing about 3.5 cents to $4.8014, up from 4.7658. And the personal property rate remains unchanged at $4.5567.

These rates do include the debt service levy that remains unchanged at .6230. Superintendent, Board of Education, Proposition O, levy, agenda, motion carried. No public comment. How's the plan?

Okay, and there's no public comment. So, Stacey, I guess we, you can read the motion. I move that the Board of Education approve the 2022 property tax rates as follows. $4.0326 per $100 assessed valuation for residential real estate.

Sorry. Like, my eyes are not good. $4.8014 per $100 assessed valuation for commercial real estate and $4.5567 per $100 assessed valuation for personal property. Second.

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

Any opposed? Motion passes. Alright, now we get to adjourn the tax rate hearing and enter our business meeting. Thank you.

Thank you. I move that the Board of Education adjourn the tax rate hearing and enter into the business meeting portion of the agenda. All in favor Aye So now we are going to commence the business portion and it called order So I think our first thing is to approve the agenda I move that the Board of Education approve the business meeting agenda for September 7th 2022 Second We moved and seconded All in favor Aye Any opposed The motion passes Okay Dr Patel Good evening everyone It nice to be here It's nice to be in person, that's for sure. And our last meeting was Zoom, believe it or not, to start off the school year.

So it's nice to be in this newly renovated space. We're in week three of the school year. It started off very positive. Our students, our staff, our parents continue to be energetic.

We've had a lot of events already occurring. We had open house at the high school where I heard from a lot of parents as I went to different events the positive feedback from open house. And I think it was just the idea of like being back in the school year. Spervantage of Education, Proposition O, levy, agenda, motion carried.

Thank you. We've been able to attend almost all the initial PTO meetings except for Family Center and Merrimack are the two that are waiting. But just going to the PTO meetings and talking to the principals at the principals meeting, this is like the largest turnout they've had in years. And just parents volunteering their time to be involved.

So that's exciting to hear from both the principals' perspective and the parents. They want to be involved and they want to contribute. And that's an important partnership for us to continue to foster. Fall sports obviously are back on track.

The football game, I know the booster, the football booster parent club was so excited because before even halftime finished, they sold out on all their food. It's a great fundraising opportunity for them. So again, just things like that that provides that energy and, you know, it gives us a good start to the school year. Friday, we had our first full-day professional learning day.

You know, the morning, the buildings pretty much worked on building professional development. And then in the afternoon, the teachers worked on professional learning communities. So they sat around, talked about job-alike assessments, what they wanted to see our kids growing in and learning in. So a lot of professional development on Friday.

And that brings us to this week. One of the things that we did do new this year is I wanted to get a pulse on our staff, in particular our teachers, as they start their school year. As I do my building visits, you know, it's important for me to have a pulse on what they're thinking and what they're considering. So we did a thought exchange with our staff before the kids got here.

So during like opening week, what we call opening week, we did the thought exchange. And I just want to share just a few slides with you. We had 138 staff members participate in the thought exchange. So it doesn't necessarily mean that they shared a thought, but they could have just read a thought and provided input on others.

And then they, so we had about 92 thoughts, over 2,000 star ratings, which means if I read someone's thought, I can give it a rating of 1 to 5, 5 meaning I really agree with it or I think it's important or I, you know, I can relate to it. And so when you look at that, some of the top thoughts that came up, the 92, and I'm not going to read all of them to you, but if I was to put them in two buckets, the first bucket was about a healthy work-life balance. You know, our staff is saying that, yes, the pandemic obviously had its impact. Yes, we may be inching closer to a little bit of normalcy, whatever the new normalcy is, but we still have lingering stress from it.

We still have worry around it, and we really want to focus on the healthy life, you know, and work balance. And then the other bucket was really about how much they appreciated the structure of opening week that we had for them where we maximized time for them to be in their classrooms so that they could be ready for the most important customer we have our students So those were the two top trends I would say that came up from that And when you put all those thoughts into a word cloud this is what the word cloud would look like So the bigger the word, that means the more the comments were about that. So balance, you can see, jumps out at you. Life jumps out at you.

Families, relationship, healthy, connection, community. You know, those are the things that kept coming up. So when we asked them what's on top of mind for you, these were the things that came. And I just thought this was a neat way for us just to kind of gauge where they're at before the kids even walk in the door.

And it allows me to have a pulse on where they are, including the central office team. You know, we can work on things. So, for example, there may have been a few thoughts that came up that I could easily share that with our building principal and say, hey, these are some things that your staff in the building are really thinking about. Maybe we can problem solve it together.

So it really gives us a good data point. So I just wanted to make sure, just share that with you and just in terms of where we're at with our staff as well. So we're just excited to continue this school year and hopefully we have more and more exciting things to share with you. I'm going to hand it off to you, Carter.

All right. So the first thing that I want to talk about is last time we talked a little bit about sports and like the cut policy and stuff. That was still pretty early in the fall sports season, so I sort of had a little bit more to share on that. So what I've heard from a lot of people involved in these sports is that in terms of on the teams itself, it hasn't felt too drastically different from before, but instead there's just like, again, like a little more of a competitive culture, which is obviously good to hear.

But something else really interesting that I've noticed is that it seems like the students now have a lot more respect for our sports programs. Even the people not playing in the sports are now a lot more excited about how is our soccer team doing, going to football games. And I think Dr. Birtel can attest to this.

There were a lot of people all at the football game on Friday all really excited, which is really good to see. Another something that's happened these past couple weeks is class elections at the high school. This year, we had a lot of people running for class office, like way more than we had ever seen before, which is obviously a good sign because, you know, people want to be involved. They care about what they're doing at school, which is really promising.

And so, yeah, that was something cool that I wanted to share. And the next thing is about the schedules this year. So, Clayton High School is on its like third bell schedule in like three years. And so, it's been another adjustment.

So, it's been another adjustment for this year. So, this year we are doing a lot of 80-minute classes because we've got like block scheduling. The feedback that I've heard from a lot of students is that 80 minutes is a really long time to be doing one thing. And a lot of people's attention spans have sort of been struggling.

And at least in some of my classes, it seems like the last 10 to 15 minutes, we can't really accomplish that much. And a lot of times it ends up being work time or something. So something that some of my fellow students have suggested is maybe just taking like a five-minute break in the middle to sort of break it up or something. But again, that's something that you probably talk about with some administrators like Dr.

Gachewski, but I just thought that was interesting. And then the last thing, I didn't, I wasn't originally planning on talking about this, but recently there's been a little bit more COVID at the high school. I don't have specific numbers on this. I'm not the best person to talk about this, but I just noticed that there's a lot more people not in school, sick, heard about that.

So I thought that might be good to know. So what percentage of the kids are wearing masks, do you think? I'd say it's pretty low. I don't have specific numbers.

I guess in the 2010 ballpark range. But, yeah. What I have noticed is that if people have a friend that got it or something, they're all wearing masks now. At least people are being conscious of it and a little bit responsible.

So, can I ask you a question too? So you were talking about the schedule, the new schedule again this year. How do you think kids are liking or and or are they utilizing that greyhound time? To be completely honest, I don't think that they're utilizing it a ton yet.

I mean, it is just the beginning of the school year, so you know some clubs and teachers are still getting back into the swing of things. I would say that most students are probably just using it as an extra lunch time. Which is fine too, but lunch is pretty long in itself, right? You have an hour and 15 minutes for lunch.

Well, that's lunch plus great time. Do you think kids know what that great home time is for? Yes and no, because historically our teachers have sort of used lunch in the same way that Greyhound time is intended, like they'd meet with students. For them and for students, it maybe isn't all that different.

And some clubs do meet during that time, but I would say for the most part, it hasn't really seemed too different than before. So kind of on the schedule as well, I think certainly at Open House we heard a lot from teachers about greyhound time being something that they wanted students to utilize. But I wonder if maybe that message, kind of following on that point, is getting communicated. And if parents need to help reinforce that, then that's part of it.

But is there, maybe there are ways that you can think about helping to get that message out, what that's for for students? Yeah. I think definitely just in a day-to-day basis, teachers letting their students know, if you guys want help on this assignment or something, come see me during greyhound time. And I was, I'm sorry to interrupt, but how do you find me?

It's not always the same room, right? Right, that's a good point. Do the students know where to find that teacher during grade time? I mean, for me personally, that hasn't been super communicated.

Obviously, we know where the English teacher's offices are, math teacher's offices are, and then most other teachers just stay in the room. But I think that so far, maybe that hasn't been communicated as much as it should be. But also, I recognize it's like third week of school and maybe there aren't a ton of assignments, a ton of pressures trying to figure this stuff out. So, it might just be early.

And I have one other question in terms of the student elections. I heard that as well. Was there anything that you know of done to encourage people to participate more? Or maybe they just are inspired by you?

I don't know what you see. Anybody at a party? Well, Carter didn't. No, I mean, there wasn't really much more done.

It was just like Ms. Young sent out an email, and I guess a lot more people were into it. I think for a lot of people, running for it and campaigning was part of the fun. Now the real work begins.

That's right. That's great. The other kids are engaged. Thank you, Carter.

Okay, so, what? All right, public opinion survey. All right, I don't have anybody to switch over my technology for me as I think my . All right.

All right, good evening everyone. How's everybody doing? We, back in June, put a public opinion survey in the field, just as kind of a reminder. We try to stay on about a two- to three-year survey cycle in the district.

Obviously, that changes if we have a year where we're considering some sort of ballot measure or referendum and need to do a little research in advance of that. So this one was four years because we waited to get it through our superintendent transition before we put this in the field So we could get some good data after Dr. Patel's first year. So we had an online survey that we conducted back in June and July of 2022.

We also paired that with a telephone survey as well, just to kind of double check the data. And we did that. I think it's kind of important to acknowledge our methodology has had to really evolve in the way that we do these surveys. And the primary reason behind that is because we have disappearing landlines How many people at the table here still have a landline I do Two right So they're in.

That combined with the actual physical size of our district, right? So if we were a district the size of a Rockwood or a Francis Howe, we wouldn't have trouble randomly completing a 400-sample telephone survey. In our little two and a half square miles of school district here, there's just simply enough, not enough actual numbers to use and churn through the system anymore to do that. And calling cell phones is really expensive.

The government regulates how you can do it, so it's just not really an effective way to do that. So we switched over. We did do a 100 sample telephone survey. It actually took us 16,000 calls to complete that 100 sample telephone survey.

So that was more just for me to really confirm that that was a methodology that we kind of had to move away from. So we've moved to an online survey model. We had 621 completed surveys. We had a total of about 900, almost 1,000 people take the surveys.

We don't really need the data unless it's actually a complete survey. So when we look through that, and I'm going to go through and just give some of the highlights of the survey and all that, and then some of these questions where we have longitudinal data or where I felt like it was a question that would be worth kind of looking at, at some of the longitudinal data, we'll throw that in there tonight as well. When you look through that longitudinal data, you'll see that we don't necessarily always have that data for every survey that we do. Sometimes, you know, we're limited with the size of what we want these surveys to be.

We want them to be digestible for people. So, for example, in a year where we would have been asking questions about a referendum or a ballot issue, we might have dropped some of our longitudinal questions that year just to make sure that we had room for, you know, some of the more important referendum-type things. But when we look at how people grade our public schools, obviously we don't track Missouri, But you can see that we had almost 87% of people in Clayton give us, people give Clayton an A or a B. And that's pretty consistent with the information that we've seen tracking back on the longitudinal data within the survey.

We have since the early 2000s been asking how people compare our schools to area private schools. And you can see that, you know, pretty consistently in the 70s and 80% people feel that the education that they get here in the Clayton School District is about the same or higher than what people receive at area private schools. We have an opportunity to always talk and ask about job performance. So in this 2022 survey, we see some pretty high job performance numbers for not only the board and the superintendent, but also our administrators and principals.

Typically, very few, no one really trends as high in their job performance and what people think of them as their teachers and as our teachers. So when you look at the numbers here historically, you can see that our teachers are always rated really high. And then you see some missing data up there. So missing data up there is this is the first year that we specifically asked about this superintendent in this series of questions.

And then back in 2012, we weren't able to ask this series of questions just because we had to make room for, that was a lot of the research we did when we wrote our mission and vision for those of you that were still around or participated in that. So again, you see very, very high numbers. As someone who has the opportunity to see these numbers from other school districts, I mean, And having a, you know, having survey results where they rate your performance, the board's performance, you know, at two-thirds, I mean almost up 70%, is exceptionally high for what you would see when you compare these numbers to other school districts. And there's another number that kind of verifies and confirms that when we look at this data later on in the survey.

We also ask that we go through the survey. We read a bunch of different statements about the district and ask people to agree or disagree with them to one degree or another. So we know consistently that people come to Clayton for the quality of our schools. That's very true.

And I feel like they get great value for the education. The next one there, which is what ties to the previous slide with the question about the board's performance report, it's almost three out of four people trust the Board of Education to make decisions about the district's overall well-being. And when you look at that question of trust in the Board of Education, it's trended pretty steadily in the high 70s, low 80s throughout the year. Superintendent Board of Education Proposition O levy agenda motion carried I agree which is like the people who really feel like they can trust the good work that the board is doing It the second highest it been in the 18 years of history that we have on this specific question We know people believe that school districts are one of the really important factors that affect their property values and that we don't have a lot of people who feel like schools are worse than they were five years ago, Which is always a great thing.

And then we've asked this question several times and gotten kind of pretty consistent result. But we always see that people really embrace and appreciate the importance that we have now on social emotional well-being in addition to academic growth. With almost 86% of respondents agreeing with that. And just to kind of delve deeper into that most important factor affecting property values.

As you can see again, the perceptions of our community as far as that goes really haven't changed and have stayed pretty consistently high as we walk through this. It's not really a surprise that people feel like we have just enough or more than adequate funding. I would expect that, especially three years after successfully passing a tax increase. We also asked, we started when back in the mid-aughts, John and I were just talking about that, but when we started looking at the eventual decline of the phase-out of the Voluntary Student Transfer Program, we asked a question about how important is it for us to take steps and maintain racial diversity.

So we've only got a couple different instances where we've asked this question, but it's pretty consistent in terms of 70-75% feel like it's extremely or moderately important And that the district make some steps and do some things to maintain a racially diverse environment in our schools. And that you'll see kind of also is about the same number you'll see in a later question that ties to the diversity in our schools. We took this opportunity to ask people about their perceptions of how we're doing with our strategic plan. And it's interesting because we asked this question two ways.

We asked later on in the survey, just asked them, well, how do we do overall with our strategic plan? And 50% or so said good, and about a third of them said, well, I don't know. I don't know enough about evaluate that. But when we changed the language and changed the way we asked and actually used some of that more common language that we developed around creating a place for everyone, growing learners, developing the head and heart, we actually see that people, Oh yeah, well I guess this is work that you're doing and now they can kind of identify with it.

So they again feel from two-thirds to more than three-fourths that we're really doing a good job in working on the three main pillars that we've identified in our strategic work throughout the district. We have an opportunity to ask a lot of questions about communications when we go through these. They're the ones I get most excited about. There's a surprise.

But so what we see, and these are reasonably consistent, I didn't pull too much longitudinal data on this, but four out of five people really feel like they're very informed. We have a good amount of respondents feel like they get about the right information from us. Three-fourths of them rate us as excellent or good for communicating with the community. Two-thirds feel like we do a great job of asking for input.

The bottom number in terms of responding to community input is a little lower than it's historically been in the past. But we also had about 25 or 26% of people who responded to that question, Mark, I don't know. So that leaves a big gap in there to account for the fact that that number dropped a little bit because we just had some people that felt like they weren't able to answer that question. And again, communicating with the community has stayed pretty consistent over time, even looking all the way back to 2006.

When we look at how people get their information, this one's kind of always interesting to me. And it's interesting that despite technology evolving in the 20 plus years that I've been here at the district, The two things that consistently come out on top are the ones that I've highlighted there in blue. And I say those are the two top things because those are the two things that really have community-wide implications. Newsletters from local schools is high, but that's really just a parent-facing or parent-reaching type of communication.

But we look at the stuff that we put out, the publications that we put out, And then that why we actually still do print something and stuff it in people mailboxes three times a year is because we have the research that supported The stuff that we put in people mailbox and word of mouth continues to be Spervantage of Education Proposition O levy agenda motion carried 39%, although I look back like in 2015, which is the last time that we were able to do a full-blown telephone-only survey, the number was 28%. So, I mean, it spiked a little bit, but it's not too far off from where it was the last time we actually had enough telephone numbers to do a random sample phone survey. We asked a lot of questions about performance. I'm not going to read any, not read all of these to you other than point out that three-fourths of the people who responded felt like rated us as excellent or good in terms of managing the COVID pandemic over the years.

Question in there about spending tax dollars cost-effectively. I always feel like that's an important one to point out. We have two-thirds of people rate us as excellent or good. I think what's worth pointing out here is the jump that we had in the people who just chose excellent.

So it's 43%. That's pretty significantly different than where we've seen that number historically over the year. And I think it speaks to all the work that everyone in the district is doing to keep us moving forward. More questions about performance?

My daughter's texting me and I thought I had that turned off. I apologize. More questions about performance in terms of the question I want to point out here is embracing diversity amongst the student population. 75, 76% say excellent or good.

That number is pretty consistent and ties into that 70, 75% of people that felt like it was important for us to maintain some diversity. So you can start looking at the different ways that we get at topics throughout these surveys and actually drawing some connections and some parallels to them. And this is just kind of the last piece of district performance questions that we asked. And that's when we asked the question about developing an effective strategic plan.

Didn't really get a lot of positive response when we asked that question that way, but as we highlighted earlier, when you broke that up and looked at it in different ways, it shows us that people really do understand the work that we're doing. And that is it. I promised Nisha I wouldn't go into too much detail in all of these. So I hope that was an adequate kind of summary and overview of some of the highlights.

I'll be happy to answer any questions if anyone has them. Questions? Go ahead. I have a couple that just popped up.

So just in terms of the survey itself, well, first of all, Thank you for all this. Very well put together and I was able to glean the information that was available from it. So I appreciate the effort that was put into it. For crafting the survey, was there any qualifying of the response to make sure that the demographics responding to the survey matched the demographics of the school district community?

Yes. Actually, well, I left that out in the first part. But yeah, so we weighted the online data to match the survey data that we've had historically from the telephone surveys. From the telephone surveys?

Correct. Okay. Correct. And then, just out of curiosity, I noticed that there weren't any open comments.

Was that considered, or were there open comments? No, not on this survey. I mean, we have done that in the past when we've had a question that we really wanted to delve into. Superintendent, Board of Education, Proposition O, levy, agenda, motion carried.

Thank you. Thank you. You know, kind of the print pieces of the way we communicate still trend as high as they have, given the way that technology is changing. But we definitely weigh that all against the different things that we do when we communicate and try to use them to make some adjustments here or there.

Or, you know, in a lot of cases, just kind of reinforce or read from the direction that we're going. Okay. So no big, like, ah-ha, sort of like, oh, I thought it was this way, but it turned out the answer is actually over here. There weren't a lot of them in this.

I mean, when I was talking with Dr. Patel earlier today, I was talking about the different ways that the two distinct ways that people responded to questions about our strategic plan. So what does that tell us? That tells us that really reinforces the importance of language, right?

I mean, we tend to, in education, talk in a lot of acronyms and a lot of terms that, you know, for the majority of our community, it just goes way over our heads. That reinforces the fact that, you know, to continue to expect, you know, to effectively communicate, especially in our scroll world, you know, that we're all living in, We have to be thoughtful about how we're explaining things in the words that we're choosing and making sure that we're connecting with people in a way that they can understand what we're doing because we know we understand what we're doing. If it's at all appropriate, I would love to see the crosstabs if that's at all available at any point. Totally.

Yeah, that'd be cool. Okay. All right, thanks. So I had a couple also.

Thank you, Chris. Sure. So I thought this was really great and helpful and I appreciate you highlighting especially all the areas where we scored excellent. But what I focused on were a lot of the areas where we weren't so excellent because I feel like that's how as a district we grow and improve and change.

And so a couple things just stuck out to me that I'm wondering how you feel about. One is that even though people, like the percentage was really high about that people are receiving our information, there was something there that like almost 25%, a quarter, said not enough information about the district is available to them. So I'm just, I wonder, does that mean they're getting information, but maybe it's not the right information? I didn't know how to take that.

A quarter is pretty high of the respondents to say district information isn't available to them. So that was one I wanted to ask you. How do you take that? I guess, you know, I don't.

Or how would you interpret that? Yeah, I mean, I don't worry as much about it just because I look at the other pieces of that, which is the, you know, I'm trying to pull that back up here. You have two-thirds who feel like they received the right amount of information. So I guess that's when we don't see high numbers on the positive side, right?

When it's really trying to swing the other way. That's when we start to kind of really be concerned about questions like that. I mean, is there an opportunity to always figure out how to better reach people? I mean, absolutely, the challenge lies in kind of what I was talking a little bit about with Jason.

So we have roughly about two-thirds of our community that doesn't have a direct connection to our schools. When we kind of really cross-cut it demographically, really only roughly about a third of the district has students enrolled currently at any one given time in the district. So then you've got to look at how are you reaching all of those people, right? So there's some kind of, we'll call them blast channels that we can use, right?

Social media, we can use website. If we can somehow get a hold of their email address, we can put stuff into their inbox. I think the challenge is there's a lot of people that are communicating that way now, so it's really easy to get lost in the noise. So then we look at kind of the print type stuff that we do where we actually try to hand people stuff Thank you.

Okay, there were a couple other that I made notes of. One was, I don't remember the exact percentage, but a large percentage think we don't do a good job responding to community input. Twenty-four percent. Okay.

Or maybe that's what it was. Twenty-four percent said we did a not good or poor job. Yeah, so that's something I think we really need to look at why also the community, maybe we don do a good job responding to community input or if we feel like we do maybe we not letting them know that we do I don know That as a board member definitely struck a chord with me that we obviously do need to be doing a great job responding to community input And even though three quarters maybe have said we did a great job, a quarter is still a sizable amount of the respondents that don't think so. I mean, if you think about it from that standpoint, I think that's often the challenge for us is, you know, is when you look at these surveys, you want to, it's easy to dive into the pieces that we're not doing well, right?

Because that's easier to focus on and the things that we are doing well. I mean, when we look at that question, I didn't have a cross tab of it up tonight, but we were at, I think, 55, 56. 56% tonight. When we look at the way it's trended since 2002, it's been as low as 48% and as high as 70.

So we're in the lower third of that range, but it's also something that has pinballed. That specific question has pinballed around from year to year. I mean, I'd love to be higher than 70%. I think we, I would hope, I would love, you know, the community to think we do respond to their input.

I guess that's what I got out of it. I think that's the kind of information we need, though, is the comparison data going along with this. Because otherwise, it's really, it leads me to wonder, you'll want a lot more information. But having the historical data saying, you know, 1.75, 8%, that puts things in perspective, I think, you know?

I agree. Well, I mean, we're at the same level we were if you look at the historicals in here that we were in 2006. Right. I would have hoped we would have improved from 76% that rated us excellent good in 2006 to more than 76.8% today, Given that communication, we have so many more tools of communication versus, you know, 2006.

So I think that's legitimate. And I hear you, Chris, as far as, like, you know, focusing on the things that we're doing well. We do a lot of things really well. But when you're the number one or the number two school district all the time, like, it's kind of important to look at the stuff on the fringes.

Yeah. The other one, Stacy, I don't know if you pulled out, that I for sure pulled out, Is that 42% of people who took the survey believe that our school district is not as good as it was five years ago? Yeah, that was my next comment. That's the highest negative in the whole thing.

I'd love to know why. That's a high thing. I made a note of that, too. I would love to know why.

Yeah. Like if there were room for comments. And then the other two that were over 20% were the intervening with students. Yes, that's right.

That's my last one. That are performing at a huge level. 22% are intervening with kids that aren't a great level. Yeah, and then 23% don't trust anybody here on this board.

I think that's the point about wanting to get better at things even that have always been consistently at that level. I mean, maybe it's just a matter of making the point that, hey, to the 26% of you who think we don't do a great job in community input, we want that to be higher. I don't know how to make it higher, but we want that number to be higher. I think just saying we're not satisfied with that, to me, is an important response.

To extract those four or five things and tailor maybe the next, like, I don't know how much the survey costs or how often we do it or what we do with the information, but if we could extract four or five things and the next time we do this, focus on those four or five things. Since we know historically for the last 15 years we've been relatively good everywhere else, then I think that there's maybe some... We're very good in Clayton about talking about what we do well. And so that's why I picked a few things where I thought it was a bit...

But the 42% is big. It's big. And just because that percentage maybe thinks we don't do a good job intervening with kids in our grade level doesn't mean we aren't. But it means we are not letting people know that we're doing a good job at that.

Well, I think the important thing to keep in mind, too, is that this is people's perceptions of the district. But perception is reality. So my perception is reality, and I may be very informed and still have that perception. I may be completely uninformed and still have that perception.

But that's why Jason's original question about how representative is this of people who actually have kids in the district right now versus people who don't have kids in the district right now is important. Like what these numbers, what demographic these numbers represent is important. If that 42% don't have kids in our district, they wouldn't know that. Right.

And that wouldn't bother me as much. I also thought by the way it was interesting that a large unless I misunderstood this a large minority like minority huge minority don follow the social media Yeah Did I read that right It was like 300 Yeah I mean, those... I can't figure that out. Yeah, I mean, that's really where, I mean, in all the years that we've been doing this, that's really where our social media number, I mean, that's the social media number has been the same.

I wonder if we can do the boost to that, or do we need to? But I just feel like that's where... Everyone gets news from Twitter these days. I don't know, where are, like, why is no one...

I just, I don't, I don't know. I mean, that's a question for you, I guess, but that surprised me. And the question that I can't answer, and when I ask my colleagues in other districts, how many social media followers should we have, right? I mean, nobody really knows, like, what's the magic number?

You know, is it based on it? I mean, is it a percentage of your enrollment? Is it a percentage of your population? I mean, what is that number?

It's hard for me to wrap my head around that. And there was something else about, like, the high percentage of people We'll only go to our website like once a month or something. And I thought that also was like, gosh, we just revamped this whole great website. And it was like 30-something percent, I think.

Maybe, I don't remember what it was. We'll only go there once a month. I don't know. Well, I think that's because...

We communicate in other ways. We communicate in other ways. I think parents and students get a lot of information directly from Google Classroom. We don't use our website the way that we did 10 years ago.

That's true. When you talked to other districts about the social media, were there races? Nobody has a good answer for that. But were theirs low like ours?

Is that a Clayton issue? It's always lower than we think it's going to be. But were the other districts as low as ours with social media? When you were asking her about it, do you know?

I don't remember. I'll have to actually go back and look. I'm just curious. It's so influenced by how long we've had the account and how many people are.

I mean, it's really hard to pull out Twitter members. And we're in such a small fraction of the Twitter world. Not every person can enter Clayton in some way. Right.

Carter, where do you guys get your information as students? Almost all on Google Classroom, to be honest. Right. Some teachers do fancy different ways, like they have a little website or something.

Or Mind or something else, like those apps that use teacher apps. Right. I think some of the Instagram pages are popular with kids too, aren't they? You guys make your own Instagram pages, right?

Yeah, yeah. Almost all of them. I mean, not like personal, but like a sports, I've seen like different sports. The ones run by students are the ones that are popular.

That are popular, that's right. Because they're unregulated. They can say whatever they want. They're much cooler than ours.

Anyway. When you look at the analytics behind our website, I mean, people go to the website for the calendar and the lunch menus, and that's, you know. To access PowerSchool. And that's pretty much.

Right. That's the bulk of the use. Right there. Maybe we should have something where kids get extra points if they follow us.

We've got to incentivize, man. Extra points. Did you see what happened on Instagram last night? You can test on it.

Are there any on the class? So we need to identify social media influencers. Yeah, yeah. There you go.

Yeah, yeah. All of that. Let's do it. That's all.

Anything else? By the way, that wasn't a joke. It made a little bit. It made it a joke.

All right. Okay. Thank you. Thank you for this.

Okay, so we are going to move on to our policy JFP, which is our secret reading in approval. I move that the Board of Education approve the policy JFB, student representative to the school board for a second reading and approval. Second. Second.

Second. I'm sorry. I'm only . Mr.

. Does anyone have any questions or comments on this policy? We changed one thing. That's Stacy and Jason.

There was fabulous job working on. There was one thing we changed after the last, from the first reading to this based on Kim's recommendation, which was the very last, number 14. We had to start with this. Carter just gave us all a thumbs up for that.

I agree. It was, that's a good, so anyway, Kim's suggestion was to reword it, be a resource to their success, successors. Which I think is a much better way of explaining that. You like that?

It good You like that I mean it much better for you All in favor Aye Any opposed Nope Good Okay. Yes. Thank you. Okay, so we are going to now move on to 11.02, which is the CRSWC budget.

Okay. I move that the Board of Education approve the fiscal year 2023 CRSWC budget as submitted. Second. It's been moved and seconded.

Comments? I actually have a comment and a suggestion. And I don't say this lightly because I usually don't want to see us take more time to talk about things and like to encourage us to make decisions. But I wanted to put this out there as a suggestion that we maybe take a little bit more time and take in some of what we've heard today.

I think we have to think very seriously about the center and the fact that we are still losing money. And while we're losing maybe less money than we were this time last year, we're still losing money. And we need to take this very seriously, approving a budget for this. I'm also very interested in being able to take some of the information that we've heard and talk to John about it.

I think it's been really great to have his eyes on our finances and a little bit of a new perspective on some of this. I'm interested in that, having some more time to that. We're hearing what's happening in the market, other fitness centers closing in town, and then maybe other ones being in new developments. I just think that we have to take this very seriously.

I'm not sure what our real options are, but I wanted to see what you all think about having more time to talk about this before we approve this. I think I'm fine with it. Everybody else is. One, how late can we push the approval of their budget where it doesn't have our joint operations?

I believe it would need to be on the next board meeting. So by September 28th, we would have to have it. Have it approved? Yeah.

When's our next meeting? September. So we have to have it by October 1st. So we have to talk about it tonight.

Or, I mean, I think we should still talk about it, but we wouldn't. I think if we're going to- We need to approve it before October 1st is their fiscal year, right? So, I mean, I guess I'm not sure what happens if they go in the fiscal year and have a budget. We would want to do it by then.

Can we have another executive session about it? I don't know that it depends if it's executive content or not. Some kind of meeting, I guess. We have another meeting on Sunday.

Right. I think what we should propose is that we have Kim to John. I mean, yeah, we can. I mean, I'm happy to talk to John.

I mean, I've talked to John ahead of this meeting about both the tax issue and we talked about the center's budget. I'm looking over at you. John's still here. So I'm happy to talk to John.

I think what we need to determine, though, is that we need to Thank you. Proposed, I think, big building project that's going in around the corner in the Calaris buildings and some of that stuff which can have an impact. So we might want to have a discussion about that. Those kinds of things, those are things that I'm just thinking about in terms of not just this budget, but like you said, I'm going that I just want to process it a little bit more.

I appreciate being able to ask those questions, but we ask those questions and then we go on an hour later. I don't know that it's the best process. That's just a suggestion. I think that's fair.

We just heard the presentation tonight. So I think just to give everybody time to digest it and think about it, I'm fine with that. I mean, there were things that I was thinking during the presentation. I'd like to talk to John about this.

We have that opportunity. So I don't know if other people were as well, but I would appreciate that time. And I think I would feel better about, I mean, realistically, I don't know if we really have an option to approve this budget for this year. But I want to do that in the appropriate and considered way.

So I need to change the motion, though. So I think we would probably defer the vote until the next. I think we could. Yeah.

We've already had a motion and second. I think we actually have to take action on it. Okay. So I think, is that right, Sandy?

Vote no. We have to vote, but we vote no. We can vote no. Yeah.

And then we'll, okay. Yeah. So I don't need any motions here. We just, we're already seconded this.

Or you could. Well, here's what I think you should do. I think we should, we can vote no and then you can read a new motion to put it on the next meeting agenda. Okay.

Or we could all abstain. Yeah. Let's just all abstain. I think it's probably better to abstain.

Yeah. Probably better to abstain. What would you say? What would Gloria say?

I don't know, John, what do you think? Should they abstain or should we just vote and then make another motion to discuss it at a future meeting? I'm just part of the discussion, so. Okay, so we're doing the CRSWC budget, okay?

And they don really want to vote on it tonight We already made a first and a second So but we have to vote on this So we can vote no but then make another motion that says we revisit it at another meeting Yeah, I think there's multiple ways you can sell it. Yeah. No, we're out of state. Let's just vote no and move on.

Let's just vote no. Okay. Yeah. Okay.

Okay. All right. Okay. So, all in favor?

No. No. I'd like to change it all in favor of... Jason's abstaining.

Jason's abstaining. Everybody else is no. I'm abstaining too. I'm so abstaining.

Anybody else? If we all abstain, does it go through anyway? No. No, it only goes through if you approve something.

Four people vote yes. If you're in the Senate and you abstain, it looks cool. I'll try anything. John, is it better just to abstain and then add it to the agenda for the next board meeting for discussion and vote?

It doesn't matter. I'll abstain. Okay, I abstain. I vote no.

I thought you were a little cool when you said that. I thought it was cooler than having to fit in a position. Okay, Kim, what did you do? I had staying.

I mean, and the reason I am staying in a not voting no is I'm not expecting the city to come back to us with a new proposal for next year's budget. I think what we're looking for is to have a discussion amongst ourselves about our stake in the center and the long-term health of it before we vote on this year's budget. So I don want to send the wrong message that you know we don like your budget proposal and we thinking of saying you know no to next year when they need it funded within 30 days On that same rationale I take it as well Okay, so everybody's abstaining except for Jason. That's right.

Okay, got it. As usual. Thank you. Good job, Gary.

It's awkward to have not thought of that beforehand, so I apologize for that. No, no, it's good. No, I think we're all doing the same thing. Okay.

Are you ready for the consent? Yeah. Consent. Okay.

I move that the Board of Education approve the consent agenda, items 12.02 to 12.06. Second. Okay, it's been moved and seconded. All in favor?

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

And I would like to recognize the very generous donation from Mr. Robert DuPont to Clay Mowat-Glenrich. So thank you. Okay.

Chris, do we have any comments? Then how about any more communications? So I'll just echo the thoughts about the open house at the high school. I think like everybody else I really appreciate being back in the building again And I felt very strongly that the work that we have been doing in the district was really evident in the things that I heard from teachers and from parents They talked about our strategic plan They talked about the profile of the graduate They talked about things that we all talked about being important to us And I just I don think they were saying it because you know we were there I just, we haven't had a chance to see that moment in the high school for a while as parents or as board members either one, and I really appreciated it.

I'm so glad to be here. It was an excellent program. Anybody else? So we can go ahead and, let's see, do we have anything on Parks and Rec or no?

That meeting was canceled. That meeting was canceled, okay. I move that the Board of Education adjourn. All in favor?

Aye. It is adjourned. .

/5 THE s°"°°" °'5TR'CT °F #2 MarkTwain Circle T: 314.854.6000 claytonschoo|s.net C N Clayton, MO 63105 F: 314.854.6093 \./ Board of Education Business Meeting School District of Clayton September 7, 2022 Meeting Minutes Members Present: Dr. Nlsha Patel — Superintendent Ms. Amy Rubin — President Ms. Sandy Menchella — Executive Assistant to Superintendent/Board Mr. Gary Pierson — Vice President of Education Ms. KimHurst — Treasurer Ms. Stacy Siwak — Board Secretary Mr. Carter Davis — Student Representative to the Board Mr. Jason Wilson — Director Ms. Chris Win — Director Mr. Jason Growe — Director 1. Executive Session - 5:00 p.m. (not open to the public) Information: 1.01 Executive Session Statutes Notice to the public that an executive session was held. 2. Joint Meeting with Board of Education and Board of Aldermen - 6:00 p.m. Information, Procedural: 2.01 Callto Order - Joint Meeting with the Board of Education and City of Clayton Board of Alderman The joint meeting of the School District of Clayton and the City of Clayton was called to order at 6:02 p.m. and held in the administrative boardroom located at 2 Mark Twain Circle, Clayton, MO 63105. In attendance for the city were: Michelle Harris, Mayor, City of Clayton Davis Gipson, City Manager, City of Clayton June Frazier, City Clerk, City of Clayton Richard Lintz,Ward 1 Alderman Becky Patel, Ward 1 Alderman lra Berkowitz, Ward ll Alderman (virtual) Susan Buse, Ward ll Alderman Gary Feder, Ward Ill,Alderman Bridget McAndrew, Ward IllAlderman Toni Siering, Director, Clayton Parks and Recreation 3. Recognizing Our Own Information: 3.01 Mayor's Youth Advisory Council (MYAC) The Mayor's Youth Advisory Councilwas recognized by Mayor Michelle Harris. The students and sponsors recognized tonight were: Sponsors: Jenny Abeles and Kate Lyons Students: Norah Gross Ezri Perrin Ayden Simckes Amaya Everett

Board of Education Meeting September 7, 2022 Page 2 Eleanor (Elle) Winings AlexSlen Isabel Erdmann Helen Yi lvy Reed Samantha Braidwood Ismael Rob|es—Razzaq Jillian Thomason Amaechine Aningo 4. Study Information, Discussion: 4.01 CRSWCAnnual Update/Budget Fiscal Year 2022-2023 Toni Siering, Director of Clayton Parks and Recreation, presented an update and budget information for the fiscal year 2022-2023 on the Center of Clayton. I 5. Adjourn to Tax Rate Hearing Action, Procedural: 5.01 Adjourn - Board of Education/Board of Alderman Joint Session That the Board ofEducation willadjourn the joint meeting ofthe Board ofEducation and Board ofAIdermanto enter into the tax rate hearing Motion by Stacy Siwak,second by Gary Pierson. Final Resolution: Motion Carries Yes: Amy Rubin,Gary Pierson, Kimberly Hurst, Stacy Siwak, Jason Wilson, Chris Win, Jason Growe The Board of Education/Board of Alderman joint session was adjourned at 6:54 p.m. 6. Tax Rate Hearing - 7:00 p.m. Information: 6.01 Callto Order - Tax Rate Hearing The tax rate hearing of the School District of Clayton was called to order at 7:04 p.m. and held in the administrative boardroom at 2 Mark Twain Circle,Clayton, MO 63105. John Brazeal, Chief Financial Officer, presented information on the tax rate hearing. Information: 6.02 Public Comments - 2022 Tax Rate There were no public comments received for the 2022 tax rate.

Board of Education Meeting September 7, 2022 Page 3 Action: 6.03 Tax Rate Setting Approve the 2022 property tax rates as follows:$4.0326 per $100 assessed valuation forresidential real estate, 54.8014per $100 assessed valuation forcommercial real estate, and $4.5567 per $100 assessed valuation forpersonal property. Motion by Stacy Siwak,second by Gary Pierson. Final Resolution: Motion Carries Yes: Amy Rubin, Gary Pierson, Kimberly Hurst, Stacy Siwak, Jason Wilson, Chris Win, Jason Growe Action, Procedural: 6.04 Adjourn Tax Rate Hearing to Enter Business Meeting That the Tax Rate Hearing is adjourned and the Board ofEducation willenter into the business meeting portion ofthe agenda Motion by Stacy Siwak, second by Gary Pierson. Final Resolution: Motion Carries Yes: Amy Rubin, Gary Pierson, Kimberly Hurst, Stacy Siwak, Jason Wilson, Chris Win, Jason Growe The tax rate hearing was adjourned at 7:07 p.m. 7. Business Meeting Information, Procedural: 7.01 Call to Order The business meeting of the School District of Clayton was called to order at 7:09 p.m. and held in the administrative boardroom at the School District of Clayton, 2 Mark Twain Circle,Clayton, MO 63105. Action: 7.02 Approval of Agenda - September 7, 2022 To approve the business meeting agenda forSeptember 7, 2022 Motion by Stacy Siwak, second by Gary Pierson. FinalResolution: Motion Carries Yes: Amy Rubin, Gary Pierson, Kimberly Hurst, Stacy Siwak, Jason Wilson, Chris Win, Jason Growe 8. Superintendent Communications Information: 8.01 Superintendent Communications Superintendent, Dr. Nisha Patel, presented an update to the board and the community on current events. 9. Student Representative to the Board Information: 9.01 Student Representative to the Board of Education Carter Davis,Student Representative to the Board of Education, provided an update to the board and the community.

Board of Education Meeting September 7, 2022 Page 4 10. Presentation Information: 10.01 Public Opinion Survey Results ChrisTennill, Chief Communications Officer, presented the public opinion survey results from June-July, 2022. 11. Action Action, Discussion, First Reading: 11.01 2nd Reading and Approval - Policy JFB - Student Involvement in Decision Making That the Board ofEducation approve the PolicyJFB — Student Representative to the School Boardfora second reading and approval Motion by Stacy Siwak, second by Amy Rubin. Final Resolution: Motion Carries Yes: Amy Rubin,Gary Pierson, Kimberly Hurst, Stacy Siwak,Jason Wilson, Chris Win, Jason Growe Action: 11.02 Approval of CRSWCBudget for 2022-2023 That the Board ofEducation approve the Fiscal Year 2023 CR5WCbudget as submitted. Motion by Stacy Siwak, second by Gary Pierson. Final Resolution: Motion Fails No: Jason Wilson Abstain: Amy Rubin,Gary Pierson, Kimberly Hurst, Stacy Siwak, Chris Win, Jason Growe 12. Consent Agenda Action (Consent): 12.01 Motion to Approve Consent Agenda Items 12.02 to 12.06 That the Board ofEducation approve the consent agenda 12.02 to 12.06 Action (Consent): 12.02 2022-2023 Substitute Pay and Recruitment Action (Consent): 12.03 Memo of Understanding - Kidsin the Middle Program Action (Consent): 12.04 Donation Action (Consent): 12.05 Personnel Action (Consent), Minutes: 12.06 Approval of Minutes — August 17, 2022 and August 23, 2022 Motion by Stacy Siwak, second by Gary Pierson. FinalResolution: Motion Carries Yes: Amy Rubin, Gary Pierson, Kimberly Hurst, Stacy Siwak,Jason Wilson, Chris Win, Jason Growe 13. Public Comment Information: 13.01 Public Participation at Board Meetings There were no public comments presented.

Board of Education Meeting September 7, 2022 Page 5 14. Board Communications Information: 14.01 Board Calendar, Committee, Community and Liaison Reports The board members presented comments on various committees and events in the community. 15. Adiournment Action, Procedural: 15.01 Adjournment That the Board ofEducation adjourn. Motion by Stacy Siwak, second by Gary Pierson. Final Resolution: Motion Carries Yes: Amy Rubin, Gary Pierson, Kimberly Hurst, Stacy Siwak,Jason Wilson, Chris Win, Jason Growe The meeting was adjourned at 8:04 p.m. Amy Rubin, Board President tacy Siwak, Bard Secretary Date: September 28, 2022