El Paso County will see new superintendents in two 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 and Steffanie Howell will become the first female superintendent in Widefield District 3’s 150-plus-year history.
The Gazette caught up with both superintendents 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
Widefield District 3 Superintendent Steffanie Howell. (Courtesy of Widefield District 3)
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
A headshot of Academy District 20’s interim superintendent, Susan Field. (Courtesy of Academy District 20)
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.