Supt of Teaching and Learning (ASTL) and Director of Assessment and Professional Learning (DAPL) in partnership with Principals, District PDC 2025, 2026 Local funding, Title II Track longitudinal data Tier 1,2,3 across District in eduCLIMBER eduCLIMBER data Building Principals and MTSS teams 2025, 2026, 2027 Local Funding Increase percent of students meeting benchmark standards in Reading, Math, Science and Social Studies by reviewing Tier I strategies and alignment of courses to Missouri Learning Standards Assessment Results Assessment Report ASTL 2025, 2026, 2027 Local funding Decrease the number of Clayton students on a State Reading Success Plan by focusing on Tier 2/Tier 3 instructional practices eduCLIMBER data ASTL, Principals, Literacy Team 2025, 2026, 2027 Local funding, Title I funding Review Honors/AP placement to ensure opportunities are presented to maximum number of students AP/Honors Numbers from SIS CHS Principal and Department Heads 2025, 2026 Implement Clarity for Learning assured learning for all staff PD agendas/slide decks ASTL, DAPD, Coordinators 2025 Local funding Develop Proficiency Scales at all levels with all courses Curriculum Committee Minutes ASTL, DAPD, Coordinators 2025 Local funding Provide Professional Learning specific to empowered learning PD agendas ASTL, DAPD 2025, 2026, 2027 Local funding, Title II Explore the integration of Market Value Assets in secondary curriculum Public facing documentation ASTL, CHS Principal, Coordinators 2025, 2026 Local funding Develop new District Data Dashboard Public facing dashboard ASTL, DAPD 2025, 2026 Local Funding Continue to explore Real World Learning opportunities for students Public facing documentation ASTL, Coordinators 2025, 2026, 2027 Local Funding Goal 2: We will commit to the educational growth of our learners through an equitable, personalized and individualized learning experience. MSIP Indicators: TL1, TL2, TL3, TL6, CC2, DB2, DB4, AS2, EA4 17 18 Collaborative Empathetic Self- Actualized ...In Head and Heart We will be dedicated to the personal growth of our learners in their social, emotional and physical well-being. G O A L 3 We will know we have achieved this goal when... Students demonstrate belief in self and engage in self-improvement and advocacy. Measurement: Panorama self- management and social awareness survey data Students demonstrate kindness, compassion and respect of others by engaging in the District designed social/emotional learning curriculum. Measurement: Panorama self- management and social awareness survey data Students and staff incorporate habits and practices that foster lifelong wellness. Measurement: Missouri State Student Survey Students make anti-oppressive choices and use their gifts and talents to build a more inclusive community. Measurement: Panorama sense of belonging survey data Meeting these objectives will ensure Clayton graduates are:

Measurement: Missouri State Student Survey Students make anti-oppressive choices and use their gifts and talents to build a more inclusive community. Measurement: Panorama sense of belonging survey data Meeting these objectives will ensure Clayton graduates are: 19 We will be dedicated to the personal growth of our learners in their social, emotional, and physical well-being. I n a District where academic excellence is the norm, intentional steps are taken to nurture students’ social, emotional and physical well-being. This dedication is evident across classrooms, from the District’s youngest learners at the Family Center, who engage in activities that help them identify and express emotions, to middle school students at Wydown who collaborate in small groups to strengthen relationships with their peers. Beyond these daily experiences, the District continues to prioritize student well-being in meaningful ways. One example is the Wellness Center, the first of its kind in the Midwest, which offers students a dedicated space to focus on mental health. Located on the lower level of Clayton High School, this welcoming space provides opportunities for brain breaks, wellness events and easy access to resources that support mental and emotional health. At the elementary level, the CharacterStrong program is driving meaningful social and emotional growth. Through engaging lessons that include songs, games and activities, students learn empathy, kindness, interpersonal skills and resilience. For those needing additional support, teachers and staff can connect students with extra resources through program referrals. These efforts are making a measurable difference. According to the District’s 2024 data dashboard, more than 77% of students in grades 3–5 report feeling a strong sense of belonging—a score significantly higher than the national average and one that has continued to rise since the District began participating in the Panorama survey in 2022. While progress toward these goals is ongoing, these achievements, along with the list of completed activities below, reflect the District’s intentional and focused commitment to supporting every student’s well-being. C O M P L E T E D A C T I V I T I E S Students demonstrate belief in self and engage in self-improvement and advocacy. ■Curricular focuses shifting to empowered learning and student voice. ■The creation of a K-12 Counseling Overview and Curriculum, that is skill-based. ■The creation of a Mental Wellness Center at Clayton High School. Students demonstrate kindness, compassion and respect of others by engaging in the District designed social/emotional learning curriculum. ■The adoption of Character Strong, as the foundation for our Mental Wellness Curriculum. Students and staff incorporate habits and practices that foster lifelong wellness. ■The infusion of Professional Learning centered around mental health and wellness for all staff. ■The implementation of restorative circles and justice, centered around empathy and perspective, for students. Students make anti-oppressive choices and use their gifts and talents to build a more inclusive community. ■The hiring of a Director of Safety and Security and Director of Student Support, to build systems around the prevention of anti-oppressive choices. ■The creation of lessons centering around anti-hate and identity K-5.

Students and staff incorporate habits and practices that foster lifelong wellness. ■The infusion of Professional Learning centered around mental health and wellness for all staff. ■The implementation of restorative circles and justice, centered around empathy and perspective, for students. Students make anti-oppressive choices and use their gifts and talents to build a more inclusive community. ■The hiring of a Director of Safety and Security and Director of Student Support, to build systems around the prevention of anti-oppressive choices. ■The creation of lessons centering around anti-hate and identity K-5. Action Step Evaluation Strategy Person(s) Responsible Timeline Funding Source Identify Social Emotional Standards aligned to the Profile of a Graduate Work group minutes District SEL Standards document Director of Student Support 2026 Local funding Develop a District-designed Social Emotional Curriculum SEL Curriculum meeting minutes Finalized District SEL Curriculum document Director of Student Support 2026, 2027 Local funding Develop and align processes to identify and support students who need more than Tier 1 practices Care Team (Problem- solving Team) process documents Observation of process implementation Director of Student Support 2026 Local Funding Develop a multi-tiered menu of interventions, aligned to the District Social Emotional Standards A resource outlining a menu of interventions Director of Student Support 2026 Local funding Develop a system of data collection and progress monitoring that measures student progress on District Social Emotional Standards Panorama data points that align to District SEL standards EduCLIMBER progress monitoring tools and data points that align to District SEL Standards Director of Student Support 2026 Local funding Develop and implement professional development for staff to promote learner growth socially, emotionally & physically. Student Services staff input survey on learner social, emotions & behavioral needs PD slide decks & training certificates Director of Student Support 2027 Local funding Collaborate with District staff and community members to assess the degree to which we are supporting student, staff and community wellness SEL & Wellness Committee Minutes Triennial Assessment report Director of Student Support 2025, 2026 Local funding Collaborate with District staff and community members to address needs as identified in the wellness assessment. SEL & Wellness Committee goals and implementation plan document Director of Student Support 2026, 2027 Local funding Goal 3: We will be dedicated to the personal growth of our learners in their social, emotional and physical well-being. MSIP Indicators: TL1, TL2, TL3, TL6, CC2, DB2, DB4, AS2, EA4 20

SEL & Wellness Committee goals and implementation plan document Director of Student Support 2026, 2027 Local funding Goal 3: We will be dedicated to the personal growth of our learners in their social, emotional and physical well-being. MSIP Indicators: TL1, TL2, TL3, TL6, CC2, DB2, DB4, AS2, EA4 20 21 Long-Range Facilities Plan Aims to Modernize Schools The District is taking bold, strategic steps to transform its already exceptional schools into truly transformational learning environments. This work is guided by the District’s Long-Range Facilities Master Plan—a strategic roadmap shaped by extensive community input and expert evaluation. The plan directs facilities investments designed to enhance academic excellence and better meet the evolving needs of students and educators. Current efforts focus on three key goal areas. G O A L 1 Modernizing Elementary Schools and The Family Center Top priorities include upgrading R.M. Captain, Glenridge and Meramec—which face challenges from aging infrastructure and limited space. The Family Center, home to early childhood programs, is also under review. To determine whether renovation or new construction is the best path forward, the District launched a comprehensive feasibility study in June. This study, led by Perkins & Will in partnership with Paragon Architecture, will leverage community feedback and expert guidance. G O A L 2 High School Academic Enhancements Perkins & Will and Paragon Architecture are also developing preliminary plans for CHS. The project includes building a new academic wing to expand career and technical education programs and renovating the auditorium. G O A L 3 Athletic Upgrades For athletic facilities, BLDD Architects has been selected to design improvements across the District. Key priorities include installing turf at Wydown Middle and adding a new press box and dugouts at Adzick Field. Additionally, the District is exploring options to enhance safety and accessibility at Gay Field.

Key priorities include installing turf at Wydown Middle and adding a new press box and dugouts at Adzick Field. Additionally, the District is exploring options to enhance safety and accessibility at Gay Field. $68,448,722 D O L L A R S A N D C E N T S Investing in Our Mission T he School District of Clayton is one of Missouri’s top-performing districts, serving 2,400 students with highly qualified staff, small class sizes and expanded learning opportunities. The Board of Education, staff, families and community are united in a shared commitment to student learning. Our mission — to inspire each student to love learning and embrace challenge within a rich and rigorous academic culture — and our vision — to develop leaders who shape the world through independence, creativity and critical thinking — set the standard for our work. The Profile of the Clayton Graduate further defines the attributes we strive to develop in every graduate: self-actualized, intellectually curious, culturally competent, empathetic, collaborative and creative. This profile guides instructional design and daily practice. We value the community’s trust in our stewardship of public resources and believe that strong academic results are built on disciplined financial management. Through multi-year forecasting and long-term planning, the District manages rising costs, allocates resources strategically and ensures every dollar aligns with our Strategic Plan at the goal level and objective level. Beyond this, our distinction as one of only four districts in Missouri to hold a “AAA” bond rating from S&P affirms our record of fiscal responsibility and long-term financial health. Take a look at the charts below to explore how we funded our six schools and supporting programs for the fiscal year ending June 30, 2025. $71,121,799 O P E R A T I N G R E V E N U E S n Local Funds $68,719,239 or 96.6% n State Funds $1,833,280 or 2.6% n Federal Funds $569,280 or 0.8% O P E R A T I N G E X P E N D I T U R E S n Employee Salaries & Benefits $52,950,010 or 77.4% n Purchased Services $5,982,770 or 8.7% n Supplies $4,258,329 or 6.2% n Equipment/Capital Outlay $5,257,613 or 7.7% 22