Dr. Nisha Patel, Superintendent, School District of Clayton

I’m Nisha Patel, the superintendent of the School District of Clayton in Clayton, Missouri.

The School District of Clayton is a diverse district with three elementary schools, one middle school, one high school and an early childhood center called the Family Center. We serve about 2,400 students from pre-K through 12th grade.

We are known for academic and athletic excellence, ranking as one of the top two school districts in Missouri and consistently placing highly on national rankings. Almost all of our schools have received the Blue Ribbon designation, and this year, two of our elementary schools earned this recognition. Our graduation rate is 99 percent, with several students being part of the national merit program. Over 94 percent of our students continue to two- or four-year colleges.

We also focus on advanced placement (AP) programs, encouraging more students to take AP courses and exams. Over the past three years, this has led to increased participation and higher exam scores. That’s a point of pride for us as well.

Besides academics, we also prioritize students’ social and emotional well-being. For instance, we recently opened Missouri’s first high school wellness center. It offers services for students so they can come in for one-on-one support or have a safe space to take some time to be themselves. Given the high academic expectations, rigor and stress that our students report feeling, we thought this was a really good step for us. We have a full-time staff member who manages the space and is a resource for our students.

Our professional development offerings in the district are top-notch. We often have people from other districts join our sessions, and our own staff say it’s one of the best professional development programs they’ve ever experienced. We take a lot of pride in that.

In terms of rankings, we’ve achieved some notable milestones. We were ranked number one in Missouri for having the best teachers and as the best place to teach in the state. We also offer very competitive wages, making us the top-paying school district in Missouri across all categories.

It’s a great community here, and we’re fortunate to have very involved parents. Their high expectations drive us to thrive as a district. Everything we do is rooted in our strategic plan. This framework is not just a document; it’s what we live out every day.

The strategic plan has three main goals, which we communicate consistently with our community and parents. First, we want to be a place for everyone—focusing on inclusivity and belonging. Second, we aim to grow as learners. By “learners,” we don’t just mean students; this includes staff and parents. Third, we focus on the head and heart, emphasizing mental wellness and social-emotional well-being.

To summarize, our strategic plan ensures that we are a place for everyone to grow as learners in head and heart. It encompasses all our work and is grounded in the most important element: our Profile of the Clayton Graduate. This profile includes six key competencies that students must develop by the time they graduate, and we’re incredibly proud of that work.

I would say the thing that truly makes the difference in our school district is, without a doubt, our amazing staff. I say “staff” and not “faculty” because I want to include everyone besides our teachers and administrators—from our maintenance workers and nurses to our administrative assistants and everyone behind the scenes who makes Clayton what it is. Every single staff member embodies what we mean when we say we want our school district to be a place for everyone to grow as learners in head and heart. It’s the people who make this district strong.

When it comes to programming, we have so many different options that it’s hard to know where to start. At the core of it all is our curriculum—our teaching and learning. This happens every single day in our classrooms, and it’s something we’re very proud of. Our teachers have a significant voice in developing, creating and implementing the curriculum, and their input ensures its success.

Specific to programming, one initiative I’m particularly excited about at the high school level is the Global STEM Squads. This program is growing every year. Students in the program travel to another country each March for a service-learning project. For example, I believe this year’s destination was somewhere in Central America.

Other exciting programs include robotics and the Catalyst Program. Catalyst is unique because students spend half their time at the high school and the other half at a different location. They can focus on areas like engineering, business or entrepreneurship while connecting with local communities.

I also have to highlight our athletics. When I joined the district four years ago, the philosophy in athletics was to ensure that any student could participate in any sport. But I asked, “If we want to be the best in academics, why wouldn’t we aim to be the best in athletics, too?” Over the past 80 years, we have only won two state championships. In the last four years alone, we’ve won seven or eight. This reflects our commitment to making sure students excel both academically and athletically, giving them every opportunity to be competitive.

And how can I forget our performing arts program? It is amazing. Our orchestra, band, theater and arts programs consistently win awards. Even our high school newspaper, The Globe, is nationally recognized.

I would definitely say again that our main strength is the people in this organization. They are the driving force behind everything we do. We believe in collaboration and the idea that we are stronger together. In fact, that was the message I started the year with—that we are stronger together. Each of us brings unique skills to the table, and when we combine them, we create something greater.

This mindset allows us to stay competitive and strive for excellence while continuing to take care of one another as a family. To me, this is what drives the district and makes it unique. Clayton is only 2.5 square miles, but we have three elementary schools, a middle school and a high school. Families move to Clayton specifically because of the school district. I’ve heard that from parents repeatedly, even before I arrived here. In my opinion, the school district is the epicenter of Clayton, and everything in the community is directly tied to it.

When challenges arise, we navigate them by being open to growth. We want to grow as learners—this is at the core of our strategic plan and what we truly believe in. So, when faced with a challenge, we approach it as an opportunity to learn from one another. We examine the challenge and figure out how to overcome it by working together as a team. Rather than giving up or throwing in the towel, we embrace the challenge and move forward together.

It’s interesting that you mentioned that because right now we’re going through a long-range facilities master plan. As part of this process, we’re asking whether our facilities are truly built for the students we have today and those who will come in the future. There are definitely areas that need improvement, and the main reason for these updates is that our students’ needs are changing in this new era.

When we talk about innovation, we absolutely want to embrace it. The key to innovation is being open to new ideas and challenges, and being willing to grapple with and work through them. It could be as simple as trying a new activity in the classroom or something much larger, like expanding innovative programs such as the Global STEM Squads. We’re constantly thinking about how to continue growing initiatives like that.

One thing we’ve been focusing on is understanding the needs of the students we serve now and those we’ll serve in the future. For instance, we’ve been studying Generation Alpha, who are our current K-8 students. Starting next year, Generation Beta will begin to emerge. These students are expected to live through a massive digital transformation. So, the question we’re asking is, are we ready for that? And what does preparing for it look like?

We absolutely know that collaborating with our community, local organizations and businesses enhances the opportunities available to our students. This collaboration is a two-way street. Programs like Catalyst and the Global STEM Squads, which I mentioned earlier, rely heavily on our connections with the community.

We also have the Mayor’s Youth Advisory Council, a group of students who work with the mayor and shadow various city departments and individuals, such as the city manager, paramedics and police officers.

It’s crucial that the community and the school district work hand in hand to ensure our students’ success. Our students will eventually carry on the strength of this community, and we hope they’ll go out into the world, make an impact and return to Clayton. Many of our alumni remain closely connected to the district through a strong alumni association.

For us, it’s important to host community forums—like the four we just had this week—due to the long-range facilities plan we’re working on. We invite members of the community into our buildings, conduct surveys and maintain open communication channels. We also host events like Mayor’s Breakfasts and hold meetings with former board members. Our school board is a huge key stakeholder in all of this, and its support is invaluable. We’re incredibly fortunate to have such an amazing school board.

The main thing I would want people to take away from this is that the School District of Clayton truly is a place for everyone to grow as learners in both head and heart. It’s the people who make this organization great, and it’s because we are stronger together—100 percent. Many places claim to be student-centered, but everything we do is genuinely student-centered.

Equity and inclusion are integral to everything we do. They tie together all the areas we’ve discussed—academics, professional development, athletics and performing arts. We ensure every student and staff member receives the support they need to thrive.