Candidate Forum - March 26th, 7 p.m.

Jason Wilson

jwilson61996@gmail.com | jasonwilsonforschoolboard.com

Education

Parkway North High School, 1991; B.A. Biology Minor Chemistry, Texas
Southern University, Houston Texas 1997; M.B.A.,
Washington University Olin School of Business, 2008

Employment

Owner and Chief Executive Officer, Northwest Coffee Roasting Co.

Civic Memberships

Clayton School Board - treasurer
Sub-District Commissioner for the Missouri Historical Society
Board Member for the Board of Freeholders
Small Business Working Group within the Civic Progress Regional Planning Council
Clayton Parks and Recreation Coach (Baseball; Basketball)
Contemporary Arts Museum BoardMember
Memory Health Care Solutions Board Member
Arts as Healing Board Member
Grace Hill’s WIBO (Workshop in Business Opportunities) Instructor
Better Family Life Member
Kappa Alpha Psi Member 1996

Family

My wife, Dr. Shanti Parikh, is a professor and chair in Arts & Sciences at Washington University in St. Louis who researches gender, inequalities, sexual and reproductive health, and HIV in the U.S. and East Africa. Our two boys—Jason David (16 years old, 10 th grade) and Julian Arvind (14 years old, 8 th grade)—love being part of the Clayton School District. We moved to Clayton 10 years ago, when Washington University asked us to serve as a residential Faculty Fellows in the South 40, the undergraduate housing area in between Wydown and Forsyth.

1. What prompted you to run for election to the Board of Education?

Running for reelection to the Clayton School Board is deeply personal for me—it's about maintaining our district's leadership in the state and prioritizing our students' evolving needs. Integrating critical thinking and technology, like AI, into our curriculum isn't just a trend; it's about giving our students current and evolving tools to thrive in a constantly evolving world. I am also interested in demystifying the notion that diversity and inclusion are offensive or dangerous terms. Acknowledging that there is diversity ensures that every student—regardless of religion, ethnicity, gender, class, physical ability, neurodiversity etc.—feels seen and valued. The recent opening of Clayton High School's wellness center on February 20, 2024, is a testament to our commitment to supporting students academically and emotionally. In our hyper-political environment, Clayton District stands on business and the reality of our students’ lives, unafraid to confront state and federal legislation, ensuring our students' safety and empowerment. Together, these efforts go beyond maintaining excellence; they show our students that we believe in them, that we're here for them, and that we'll do whatever it takes to help them succeed.

2. Why are you qualified to represent the Clayton community on the Board of Education? Please include any previous involvement with the Clayton School District as a parent, volunteer, employee, or business partner.

As an active member of the Clayton community with two kids in the schools, my commitment to serving on the Board of Education runs deep. During my two terms on the school board, I have immersed myself in understanding our district's range of needs, challenges, and opportunities. Trusted by colleagues and constituents, my role as treasurer—elected twice by the board—speaks to my dedication to sound financial management and a good steward of tax payers’ money. In addition, I've actively participated in our district's Community Conversation events, Equity Committee, and Legislative Advocacy Committee, working to ensure that the voices of all stakeholders are heard and represented.

Beyond my participation in the Clayton Board of Education, My involvement includes serving as Subdistrict Commissioner for the Missouri Historical Society appointed by County Executive Sam Page and a guest speaker for several community organizations. My civic positions like my involvement with organizations like Memory Care Home Solutions and the Contemporary Art Museum board underscores my genuine engagement with our community's well-being. Appointed by County Executive Sam Page to positions like Subdistrict Commissioner for the Missouri Historical Society, I've actively contributed to our community's growth. With a heartfelt dedication to service and a proven track record of effective leadership, I am fully committed to continuing to represent the Clayton community and advocating tirelessly for the success of our students and schools.

3. State the most important goal you will work towards during your term, and specify how the community can measure your success.

If re-elected to the school board, my primary goal will be to ensure our educational system continues to equip our young people with future-ready skills. This involves working and listening to teachers and district educators in how to responsibly integrate critical thinking and technological proficiency, like AI, into the curriculum. Progress toward this goal will be measured by persuading both the board and administration that this initiative warrants a 1–2-year study to thoroughly explore its implications and benefits. Success will be achieved when the board collaborates with district education leaders, teachers and residents, and acknowledges the seriousness of the situation and commits to commencing the study. This can be quantified by the initiation of discussions within the board and administration, signifying a recognition of the importance of addressing this issue and taking tangible steps towards its resolution. Ultimately, the goal is to foster a consensus among stakeholders regarding the necessity and urgency of implementing measures to adapt our educational system to meet the evolving needs of students in a rapidly changing world.

4. What do you see as the biggest strengths of the school district and how can the Board of Education continue to support these? Additionally, what aspects of the school district do you feel need further improvement? How could you accomplish this?

Clayton excels in traditional academic programs, prioritizing high achievers, while students with different academic profiles often receive less attention. Covid disrupted our progress, but Goals #2 and #3 in our strategic plan aim to overcome barriers to educational opportunities and programming. By investing equally in programs for all students, including those in the middle, we ensure a balanced and equitable learning environment. This approach fosters individualized learning and supports every student's potential. Recognizing diverse needs and strengths is crucial, providing necessary support and opportunities for growth. As we navigate post-pandemic challenges, it's essential to remain committed to inclusive education, striving to overcome barriers and ensure that every student has access to the resources they need to succeed.

5. How would you address concerns from parents who feel their children are overlooked because they are not designated as high-achieving or struggling students and therefore not considered for some district programming?

I would address the concerns of parents who feel their children are overlooked because they’re not designated as high achieving by 1st listening to the source of their concerns as well as their observations of what aspect they think their children are high achieving that the district is currently not addressing. I would work with district educators and parents to see how the current categories of high achieving align. I would encourage the District to ask the parent what it means to them for their child to be designated as high achiever and help Identify parents Identify programs that are available for their students’ interests.

6. How do you view the role of the Board of Education in teacher recruitment, retention, and performance?

The board operates in an advisory role to the superintendent, ensuring our actions align with the strategic plan (The Profile of a Graduate). We receive updates from administrators regarding vacant positions and skill requirements, while also staying informed about our current personnel and available talent in the market. In terms of retention, we attentively listen to updates from the superintendent and administration about personnel challenges. We assess whether these issues stem from industry norms or cultural factors and then offer recommendations to mitigate attrition. This collaborative process ensures that our recruitment and retention strategies are not only effective but also in harmony with our overarching educational objectives.

7. What did you learn from the community's response to the potential Caleres deal and how would you handle a similar opportunity in the future?

Reflecting on the Caleras deal, it's evident that we must improve our narrative control. The community rightfully scrutinizes what they don’t understand. As a board member, our dissemination of a weak message about the deal's origins, our intentions, beneficiaries, and tax implications were a disservice. We failed to articulate how the site purchase benefits students, neglecting to invest in Clayton's top asset: the school district. Moving forward, we must communicate more effectively to ensure transparency and garner community support for decisions that directly impact our students and district.

8. What are your top two funding priorities and how would you fund them?

My funding priorities are as follows:

1. Creating programs and extracurricular resources for students between high achievers and struggling students.

2. Funding resources for facilities and infrastructure to support programming and class sizes, including technology integration.

To fund these priorities, we will explore various avenues such as government grants, community partnerships, budget reallocation, debt balance, and potentially innovative funding mechanisms like public-private partnerships or bond measures.

9. What do you see as the biggest challenges facing public education in general and the School District of Clayton in particular?

In public education, historical revisionism poses a significant challenge as it distorts or suppresses historical facts to fit a particular narrative. This erasure of uncomfortable truths undermines the integrity of education and perpetuates misinformation. Addressing this challenge requires a commitment to teaching accurate and inclusive history, fostering critical thinking skills, and promoting empathy and understanding among students.

For the Clayton School District, the uncertainty surrounding Missouri House and Senate bills presents the primary challenge. The potential impact on the educational landscape necessitates proactive leadership to navigate forthcoming changes effectively. Strong leadership entails staying informed, engaging with stakeholders, and advocating for policies that prioritize the well-being and success of students and educators. By embracing adaptability and collaboration, the district can effectively address this challenge and continue providing quality education to its students.

10. The State Legislature is currently advancing legislation that would make Missouri an open-enrollment state. What are your views on open enrollment and how do you think this could impact the district?

Open enrollment offers an intriguing concept, enabling students to find schools that suit them academically, socially, and programmatically. It parallels the college admissions process, introducing competition among schools. However, it may disadvantage schools lacking resources or facing geographic stigma, potentially resulting in state funding implications and school budget cuts. Furthermore, it could worsen racial and socioeconomic disparities, leading to discriminatory enrollment practices. Addressing these issues is crucial, as neglecting struggling schools could drain communities of talent and funding. Additionally, it risks limiting opportunities for students to excel by reducing interactions between schools. While open enrollment holds promise, it requires a unified effort to address underlying systemic issues for fair implementation.

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