Assistant Superintendent of Teaching and Learning at Clayton School District.
Work Email
m*****@claytonschools.net
Direct Phone
+1 (***) ***-****
LinkedIn URL
linkedin.com/in/••••••••
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Team
Decision makers at Clayton School District
Assistant Principal
Assistant Superintendent of Equity and Student Services
Assistant Superintendent of Human Resources
Athletic Director
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Board meetings, strategic plans, and buyer signals from Milena Katherine Garganigo’s organization
This strategic plan serves as a dynamic roadmap guiding The School District of Clayton towards transformation. It is built upon a 'Profile of a Graduate' which defines essential competencies, acting as a compass for the plan's direction and shaping the approach to teaching and learning to challenge traditional educational models.
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The meeting included a presentation for the budget adoption for the 2026-2027 fiscal year, which was subsequently approved. The Board also discussed the development of a modular school facility, authorizing the superintendent and CFO to negotiate and finalize an agreement with a vendor to advance the project timeline.
The meeting included recognition of student achievements in public forum debate and the introduction of a new student representative to the board. The Superintendent provided updates on teacher appreciation week, service awards, district accolades for work culture, and summer institute planning. Additionally, the student representative highlighted various end-of-year student initiatives and accomplishments. The meeting also featured a fine arts curriculum update, which covered current programs and strategic goals focusing on equity, student-empowered learning, and prioritizing the creative process over the final product.
The document provides a detailed statement of actual and estimated revenues for the school district. It covers various revenue sources including ad valorem taxes, trust funds, tuition, enterprise activities, community services, rental income, miscellaneous local revenue, state formula and categorical aids, as well as federal revenues such as the Coronavirus Relief Act funds, food service programs, and Title grants. The report compares the 20-21 revised budget and year-to-date figures against previous 19-20 year-to-date data, noting significant variations across different funding categories.
Extracted from official board minutes, strategic plans, and video transcripts.
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