The Pikes Peak region will see new superintendents in three of its local school districts this fall.

Susan Field will head the Pikes Peak region’s largest school district, Academy District 20, for one year on an interim basis, Ginger Slocum will lead Woodland Park District RE-2 after serving one interim year and Steffanie Howell will become the first female superintendent in Widefield District 3’s 150-plus-year history.

The Gazette caught up with each superintendent to learn more about their history in education and goals going forward. The emailed responses have been lightly edited, including for Gazette style.

Widefield District 3: Steffanie Howell

Tell us a bit about your background and career to date prior to your appointment to this position.

I graduated from Colorado State University with a bachelor’s degree in animal science and then I returned to University of Colorado Colorado Springs to complete the teacher education program.

My career in education has been a journey of serving at almost every level of the system. I began in the classroom as a student teacher at Widefield High School and then was hired as a junior high science teacher and basketball coach at Sproul Junior High, which remains the foundational lens through which I view all leadership decisions.

Over the years, I transitioned into building-level leadership as an assistant principal and then principal, and later into central office administration overseeing secondary education as an executive director. Having served in these diverse roles, I’ve developed a deep understanding of the unique intricacies of a school district.

I view myself as a servant and transformational leader. I relate to all roles and responsibilities and provide the necessary support for our educators to be successful, while removing possible barriers along the way.

What made you want to pursue a career in education?

For me, it boils down to impact. Education is one of the few professions where you can watch a life-changing breakthrough happen right in front of your eyes.

I wanted to pursue a career where I could build environments where students feel valued, challenged and inspired to achieve things they didn’t think were possible. I always loved science and basketball. In this career, I was able to combine those passions together as a secondary science teacher and basketball coach!

I am still in contact with so many of my former students and basketball players, and it makes me extremely happy to watch them succeed and create their own impact throughout their path in life.

Are you, like your predecessors, a product of the school district?

I am a Colorado Springs native, however, I grew up in Black Forest and graduated from Liberty High School in Academy District 20. I was fortunate enough to be assigned to Widefield High School during my student teaching experience, and I fell in love with the district and the community! It has been my home ever since.

What are some of your past accomplishments and/or moments that you’re most proud of to date?

I am incredibly proud of the work we’ve done to build collaborative cultures. When I led Sproul Junior High as a principal, we were able to move our growth and achievement scores from the lowest in the area to the highest in the area within one year of my leadership.

We were awarded the governor’s “Distinguished Improvement Award” two of the five years of my principalship. Success happened as a team effort exemplified through collaboration, common commitments, interventions and elevated rigor within common assessments. With that, Sproul has consistently received “Performance” ratings from the Colorado Department of Education for nine years in a row.

Watching professional learning communities shift from administrative check-boxes into thoughtful, teacher-driven hubs of innovation has been incredibly rewarding. Most importantly, I am proudest of the individual student success stories, and seeing students who faced significant barriers walk across the graduation stage because our team refused to give up on them.

Why do you suppose you were selected as the district’s next superintendent?

I believe the Board of Education was looking for a leader who deeply understands Widefield’s rich traditions, but isn’t afraid to innovate for the future.

My deep roots in the district give me an authentic connection to our community, but my leadership style is transformational and highly data-driven and focused on accountability. I think they saw someone who has a strong vision and will fiercely advocate for our staff and students, maintain absolute transparency with our taxpayers, and keep a relentless focus on student growth – no excuses.

What are District 3’s greatest strengths as you begin your tenure as its superintendent?

Our greatest strength is our community’s unwavering support. In November of 2025, our community passed an $88 million bond measure, which is a massive vote of confidence in our schools.

Beyond that, our staff’s dedication is unmatched. We entered this school year meeting state expectations for academic growth in English language arts and math and an Accredited (performance) rating, which is a testament to the hard work happening in every classroom, every day to ensure learning for every student.

What are the biggest challenges the district specifically faces? What about public education in general?

• Locally: We are always focused on aggressively closing the achievement gap for our students with special needs. Providing a high level of support and consistency within staff retention is a focus as well.
• Globally: Public education as a whole is facing a critical workforce crisis. Staff burnout is real and the pipeline of incoming educators is shrinking. We have to change the narrative around education by creating workplace cultures that genuinely value, support and retain high-quality professionals. Valuing educator’s knowledge and professional decision making is key.

What are your short-term goals for the school district? What about long-term?

• Short-Term (2026-2027 school year): We have very clear, measurable SMART (specific, measurable, achievable, relevant and time-bound) goals. We aim to move 82% or more of our schools into the state’s highest “Performance” tier, push our four-year graduation rate for students with IEPs (individualized education plans) past 75%, and execute the first phases of our $88M bond projects. We commit to 100% transparency via monthly public updates and on our website: “Believe in Widefield.” 
• Long-Term: Our long-term goal is to make WSD3 the premier destination district in the Pikes Peak region for both families and educators. This means sustaining an elite staff culture with high retention rates, competitive salaries and modernizing our physical facilities through the bond, and cultivating a highly innovative learning environment where every single child thrives and ultimately graduates with a high-level of preparedness for the workforce, military or college.

What do you intend to bring to this role?

I intend to bring authenticity, approachability, and servant and transformational leadership with a fierce commitment to tracking our progress. I want our community to know that a promise made by this district is a promise kept. I will be highly visible in our schools, deeply collaborative with our leadership and staff, and relentless in pushing WSD3 to reach its full potential.

Academy District 20: Susan Field

Tell us a bit about your background and career to date prior to your appointment to this position. 

My 37-year career in education began in 1989, teaching fifth and sixth grades in Fairfax County Public Schools in Virginia. During that time, I developed a deep appreciation for curriculum development, strong instructional practices and literacy instruction, especially in support of struggling readers. 

After moving to Colorado Springs, I had the privilege of serving as principal of Woodmen-Roberts Elementary School. That role began what has now become more than 20 years serving Academy District 20. During my time in the district, I also earned my doctorate from the University of Colorado Denver and have continued to support future school leaders as an instructor in the Principal Preparation Program at UCCS. 

Before being named interim superintendent, I served as executive director of learning services and assistant superintendent for learning services. 

What made you want to pursue a career in education? 

From a young age, I watched my mom, an English and special education teacher, make a difference in the lives of her students. She was my inspiration to pursue a career in education. Teaching gives me the opportunity to see potential in every student and help them see it in themselves. 

That belief has stayed with me throughout my career. Whether I was serving as a classroom teacher, principal or district leader, the work has always come back to students, supporting their growth, removing barriers and helping create schools where they feel seen, challenged and cared for. 

What brought you to the Pikes Peak region? Why did you decide to stay? 

My college roommate lived in Colorado Springs, and I came out to visit her frequently. These trips drew me to the Pikes Peak region, and the community is what made me stay. 

Colorado Springs became home and Academy District 20 became a very meaningful part of my life and career. I have been fortunate to serve alongside exceptional educators and leaders and I am grateful for the opportunity to continue serving this community in this role. 

What are some of your past accomplishments and/or moments that you’re most proud of to date? 

One of the efforts I am especially proud of was helping lead the opening of Encompass Heights Elementary School in 2021. Encompass Heights was Academy District 20’s first school designed to specialize in understanding, identifying and responding to students with indicators of dyslexia. It represented thoughtful, student-centered work by a dedicated team of educators and leaders who wanted to better meet the needs of students and families. 

During the pandemic, I also helped spearhead the opening of the Family Resource Center, which provides mental health counseling and support to students free of charge. That work reflected an important belief: students are best able to learn when they are supported academically, socially and emotionally. 

I was honored to receive the Women in School Leadership Award from the American Association of School Administrators, but the recognition belongs to the teams who made those efforts possible. 

District 20’s Board of Education recently decided to move on from your predecessor and appoint you specifically. Why do you suppose they chose you? 

I am grateful for the opportunity to serve and I approach this role as a lifelong learner, educator and someone who has great care and respect for Academy District 20. 

This district is excellent because of its people: our educators, support staff, leaders, students, families and community. My commitment is to serve wherever I can be helpful, support the work already happening in our schools, and help ensure Academy District 20 continues moving forward with stability, clarity and purpose. 

What is District 20’s greatest strength as you begin your tenure as its superintendent? 

Our greatest strength is our schools, and more specifically, the people inside them. The difference our teachers, support staff and leaders make every day is remarkable. They ensure students are seen, challenged and supported throughout their educational journey. 

That commitment is shared across this district. It is visible in our classrooms, in our programs, in our partnerships with families and in the care our staff bring to their work each day. 

What are the biggest challenges the district specifically faces? What about public education in general? 

Academy District 20 is a high-performing district with high expectations and one of our most important responsibilities is to continue meeting those expectations while also adapting to changing needs. That means staying focused on strong instruction, safe and welcoming schools, responsible use of resources and clear communication with families and staff. 

Like many school districts, we are also navigating financial pressures, staffing needs and the ongoing work of maintaining and improving facilities, systems and programs. We are fortunate to be in a strong position, but excellence requires constant attention. We have to be thoughtful about how we support our schools, how we invest in our people and how we make decisions that keep students at the center. 

More broadly, public education is operating in a complex environment. Communities expect schools to provide strong academics, meaningful opportunities, safe learning environments and responsible stewardship of taxpayer dollars. Those are fair expectations, and our work is to meet them with clarity, consistency and partnership. 

Since you may hold this position for only a year, what are your goals for the school district this upcoming year? What do you intend to bring to this role? 

Even in an interim capacity, there is meaningful work to do. My goals are straightforward: keep our schools stable and focused, support our staff and ensure our students continue to thrive. 

I also want to make sure the district is well-positioned, organizationally and culturally, for our next leader to step in successfully. A year is enough time to make a real difference, and I intend to use every day of it in service to our students, staff, families and schools. 

A few other education leaders in the region have been recently appointed following a year in the interim role. Might you pursue this as a permanent position? 

Right now, my focus is on serving Academy District 20 well in the role I have been asked to fill. This year is about building trust, supporting our schools and ensuring the district is operating with clarity, consistency and purpose. 

There is important work to do, and I want our students, staff, families and Board of Education to know they have my full attention. My responsibility is to help ensure the district is functioning at the highest level possible and is well-positioned for the future. 

Woodland Park District RE-2: Ginger Slocum

Tell us a bit about your background and career to date prior to your appointment to this position.

I have spent nearly three decades in public education, beginning as an elementary and middle school teacher for 17 years before moving into school and district leadership. Throughout my educational leadership career, I’ve served as a principal, chief academic officer, and now the superintendent of Woodland Park School District, with a consistent focus on improving student achievement, strengthening school culture, developing leaders, and building strong partnerships with families and communities. I’ve been fortunate to lead schools and districts through periods of significant growth and change, including earning state and national recognition for academic improvement and school climate.

Prior to becoming superintendent, I served as chief academic officer for Woodland Park School District, where I oversaw curriculum and instruction, principal development, state and federal grants, and districtwide professional learning. Before joining Woodland Park, I served as a principal in both Platte Canyon School District and Pueblo City Schools, where I led school improvement efforts focused on academic achievement, STEM education, staff culture, and student success. Each step in my career has reinforced my belief that strong relationships, transparent leadership, and a relentless focus on students are the foundation of a successful school district.

What made you want to pursue a career in education?

I pursued a career in education because I’ve always had a heart for helping children reach their full potential, regardless of the challenges they face or the path they choose in life. From the very beginning of my career, I’ve believed that every student deserves an adult who believes in them, sets high expectations, and provides the support they need to succeed. Whether that means ensuring a third grader learns to read proficiently, preparing a student for college, expanding career and technical education opportunities, or helping a student discover their own unique talents, my focus has always been on creating opportunities for every child to thrive.

As my career has progressed from the classroom to school and district leadership, that purpose has never changed. My motivation isn’t just improving test scores or implementing new initiatives—it’s building schools where students feel valued, teachers are empowered to do their best work, and families trust that we’re making decisions in the best interest of children. At the end of the day, I believe education has the power to change lives, strengthen communities, and open doors for every student, and that’s what continues to inspire me every day.

What brought you to the Pikes Peak region? Why did you decide to stay?

My family moved to Colorado in 2014 with the goal of raising our daughters in a small mountain community where they could experience a close-knit school system, strong community values, and the incredible quality of life that Colorado offers. When I was hired as the principal of Columbine Elementary in 2019, we were truly excited to make Woodland Park our home. It was exactly the kind of community we had been hoping to find.

Since then, Woodland Park has become much more than the place where I work — it’s where my family has built our life. My husband teaches at the Woodland Park Jr./Sr. High School, and both of our daughters have attended Woodland Park schools. Our oldest graduated a few years ago and is now attending college out of state while playing college basketball, and our youngest began attending Columbine Elementary School in fifth grade and is now a senior at the Jr./Sr. High School. We’ve experienced this district not only as educators, but also as parents, and that perspective has strengthened my commitment to serving this community. We chose to stay because we believe deeply in Woodland Park, its people, and its future, and we feel incredibly fortunate to call it home.

What are some of your past accomplishments and/or moments that you’re most proud of to date?

Throughout my career, I’ve been fortunate to be part of several meaningful accomplishments, but what I’m most proud of is helping schools and districts improve by investing in people and building trust. That work contributed to significant academic growth and earned the school the Colorado Governor’s Distinguished Improvement Award. Earlier in my career, while serving as principal of Fitzsimmons Middle School in Platte Canyon School District, the school received the John Irwin School of Excellence Award in 2016–2017 and again in 2019, along with the Colorado Governor’s Distinguished Improvement Award in 2016–2017. More recently, during my tenure as Interim Superintendent, Summit Elementary was recognized with the Colorado Blue Ribbon Award, reflecting the outstanding work of the school’s staff and students. I’m also proud to have helped restore stability during a challenging time by rebuilding trust with staff and the community, strengthening financial transparency, updating district safety plans, and recovering more than $500,000 in grant funding to support our students.

Beyond the awards, I’m most proud of building leadership capacity and creating systems that continue to benefit students long after I’ve moved into a new role. Whether implementing innovative STEM programs, establishing principal and teacher induction programs, mentoring school leaders, or leading districtwide curriculum and instructional improvement, my goal has always been to leave schools stronger than I found them. Seeing students succeed, teachers thrive, and communities regain confidence in their schools is the accomplishment that means the most to me.

Why do you suppose you were selected as the district’s next superintendent?

I believe the Board selected me because I am deeply invested in this community and its future. Woodland Park isn’t just where I work—it’s our home. My husband is a teacher in the district, and both of our daughters attended Woodland Park schools. Our oldest is now in college, and our youngest is a senior at the Jr./Sr. High School. As both an educator and a parent, I’ve built strong, trusting relationships with many of the families we serve and understand this district from multiple perspectives. Most importantly, I strive to keep our students and staff at the heart of every decision, leading with transparency, collaboration, and a commitment to doing what’s best for kids.

What are Woodland Park District RE-2’s greatest strengths as you begin your tenure as its superintendent?

Our greatest strength is our people. Woodland Park is fortunate to have dedicated teachers, talented staff, supportive families, engaged community members, and students who are capable of extraordinary things. There is a genuine commitment throughout the district to helping every child succeed, and that shared sense of purpose provides a strong foundation for continued growth. Another strength is the unique character of our community. Woodland Park is a close-knit mountain town where relationships matter, and our schools are an important part of the community’s identity. We also offer outstanding opportunities for students through strong academics, career and technical education, athletics, fine arts, and extracurricular activities. As we continue working together, I believe we have an opportunity to build on these strengths while creating even more opportunities for students to thrive.

What are the biggest challenges the district specifically faces? What about public education in general?

Like many school districts across Colorado and the nation, we face challenges related to student enrollment and school funding. We also have a responsibility to ensure that every student receives the academic and well-rounded support they need to be successful in an increasingly complex world. One of the broader challenges in public education is maintaining public trust while meeting the diverse needs and expectations of our communities. Schools are asked to do more than ever before, and it’s important that we remain focused on our core mission of educating students while maintaining open communication and strong partnerships with families. I believe these challenges also present opportunities to innovate, strengthen relationships, and continue demonstrating the tremendous value that public education brings to our communities.

What are your short-term goals for the school district? What about long-term?

In the short term, my priorities are to continue building trust, support our teachers and staff, maintain a safe and welcoming learning environment, and ensure we remain focused on high-quality instruction in every classroom. A major focus will be leading the implementation of our newly adopted strategic plan by working alongside our staff, board of education, families, and community to bring its goals and key initiatives to life. I also want to continue strengthening communication with families and the community so people feel informed, heard, and confident in the direction of the district.

Long term, my goal is to ensure Woodland Park School District is recognized as one of the premier school districts in Colorado — a district known for academic excellence, outstanding educators, innovative opportunities, strong fiscal stewardship, and a culture where every student is prepared for success after graduation, whether that path leads to college, the military, technical training, or the workforce. By remaining focused on implementing our strategic plan and continually evaluating our progress, I want us to build on our strengths, create even more opportunities for students, and ensure our graduates leave Woodland Park with the knowledge, skills, character, and confidence to pursue their dreams and positively impact their communities.

What do you intend to bring to this role?

I intend to bring steady, student-centered leadership built on integrity, transparency, and collaboration. I believe the best decisions are made by listening to others, working together to solve problems, and always keeping students at the heart of the conversation. My goal is to create an environment where teachers feel supported, students feel valued, families feel connected, and our community feels proud of its schools.

I also bring a deep understanding of this district and a personal investment in its success. As both an educator and a parent of Woodland Park graduates and students, I understand the importance of providing every child with an exceptional educational experience. I’m committed to building on the great work already taking place, celebrating successes, addressing challenges with honesty, and leading with optimism as we continue preparing every student for a successful future.