Join me for a ‘Meet the Candidate’ evening at Wellsville Brewing Company on Main Street, this Friday, May 17th, from 6-8 PM
Dear Wellsville Community,
I’m grateful to all who have supported my candidacy for the Wellsville School Board. Win or lose, I believe that exchanging perspectives and experiences will enhance our education system. Join me for a ‘Meet the Candidate’ evening at Wellsville Brewing Company on Main Street, this Friday, May 17th, from 6-8 PM. It’s an opportunity to ask questions and get to know me better, and I look forward to seeing you there.
I’d like to share a bit about myself and how I can contribute to the Wellsville School Board if elected. Born and raised in Wellsville, I’ve resisted moving to Houston for twenty-five years, despite my employer’s insistence, because I believe in the value of raising children in a rural community with strong family ties, while also exposing them to the wider world. This, I believe, equips them for any path they choose. As a parent of two Wellsville School graduates—one now a teacher from Alfred University and another a welder—I understand the debate between higher education and trades. My three youngest children are currently in the Wellsville school system and are involved in various extracurricular activities. My wife, a secondary math teacher, also leads extracurricular programs. This deep involvement with the district provides me with a broad perspective to pose challenging questions that can lead to improvements and strengthen our organization.
My professional background has equipped me aptly for the role of a school board member. Not only have I served on local boards previously, but I also offer extensive experience from the corporate sector.
I believe the school has done a good job in minimizing the tax increases in the past decade. I can help continue this trend as I have over fifteen years of experience managing multi-million-dollar budgets and am currently overseeing a budget that far exceeds the one for this school. The challenge lies not only in budgeting but also in navigating the numerous restrictions and guidelines that govern government budgets. This is akin to managing a corporate budget, where we operate within these limitations to fulfill our vision for the future. The financial discussions for a school district extend beyond the current year’s budget. We must consider our vision for long-term stability and short-term goals. It’s imperative that we provide the highest quality education while stewarding our taxpayers’ money as diligently as if it were our own.
Communication poses a significant challenge within any organization, particularly regarding what can and cannot be disclosed to the public. My experience over the years has taught me the delicate balance of this process. I have advocated for transparency, despite feedback suggesting that there are matters we simply cannot discuss. My understanding is complete, with a background in handling non-disclosure agreements, legal matters, and sensitive information that must remain confidential. Nevertheless, some communication is necessary, as silence often breeds rumors, and perceptions can solidify into a perceived reality. While specific details may remain unspoken, the general approach to such situations can be conveyed. I maintain a presumption of honesty, believing no deception exists without evidence to the contrary, though I recognize that public perception may differ. I believe we can do better in what and how we communicate with our staff, parents, and community.
The hiring and retention of our staff is critically important. A great organization is built on the foundation of great people. Looking ahead, this represents one of our biggest opportunities. We anticipate many new hires, possibly including a Superintendent in the coming years. Over the last five years, I have interviewed between five to ten candidates annually for new roles. The interview process is designed to gauge an individual’s strengths and weaknesses, ensuring that we have a plan in place for their success upon hiring. I’ve seen cases where individuals were promoted prematurely, which isn’t an issue with proper mentoring and support. However, such support is lacking currently. My extensive experience with retention has taught me that while salary is a significant factor in the decision to stay or leave, the differences in pay are minimal in our region. Instead, the work environment and culture greatly influence job satisfaction. We must foster a culture that ensures safety and accountability at all levels. I am a proponent of setting high standards and providing the necessary support for our teams to achieve them. Accountability begins with the board, superintendent, and administration, but the essential day-to-day operations happen on the ground. It’s vital to cultivate, sustain, and strengthen a positive culture.
I am deeply committed to the principle that “Everything rises and falls on Leadership,” as stated by John Maxwell. My leadership experience in a large organization is transferable to the district level. I have adeptly navigated substantial organizational changes, always prioritizing clear communication and the well-being of our people amid constant challenges. My coaching approach to leadership fosters open communication and an open-door policy, extending from staff, fellow board members and the community. I bring an extensive experience in driving collaboration across diverse stake holders to bring about positive improvements. It is crucial to engage in challenging conversations, question what does not make sense, and collectively discover the most effective way forward. I look forward to leveraging my business and leadership experience to drive transparency, collaboration and accountability between our board, administration, students, and community.
I hope to see a strong turnout for the school vote on May 21st, and I ask you for your support so we can work together to solve the challenges facing our school today.
Sincerely,
Jason Mattison
