Catching up with El Paso County’s new superintendents | Education

By Eric Young

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El Paso County public schools will be welcoming a number of new superintendents this year. The Gazette caught up with the incoming leaders of Widefield School District 3, Calhan District RJ-3, Lewis-Palmer School District 38 and Hanover School District 28 to learn more about each of them and their goals in the years ahead.

Aaron Hoffman: Widefield School District 3

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

I have deep roots in the Widefield community, having lived here since 1971 and attended elementary school, junior high, and high school within WSD3, culminating in my graduation from Widefield High School in 1988. I furthered my education at Colorado State University, earning a Bachelor’s degree in Mathematics Education. Over the past 32 years, I have dedicated my career to WSD3, starting as a math teacher for nine years and coaching boys’ basketball for 11 years. I served in various administrative roles including assistant principal at an elementary school, principal at both elementary and secondary levels, and most recently, as the Executive Director of Secondary Student Learning for the past three years.

What made you want to pursue a career in education?

I knew very early on that I wanted to be a teacher. I had a very influential and impactful 6th grade teacher that made learning fun and challenged me in the areas of reading and math. I realized over time that I had a strong passion and aptitude for mathematics, and I enjoyed thinking through higher level math concepts and problem solving situations. As a teacher, I wanted to show my students that mathematics could be fun and useful, and I enjoyed the challenge of finding ways to explain difficult math topics in a manner that could be easily understood by my students. As a teacher, I enjoyed watching students succeed both in and out of the classroom, and I enjoyed helping them find things that they were passionate about regarding math, English, science, social studies, performing or visual arts, athletics, clubs, etc.

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

I have enjoyed supporting various programs as a principal and central administrator, and a few personal awards have stood out for me:

• 2015 Naval Junior ROTC Naval Ball Honored Speaker

• 2017 National Speech and Debate Principal of the Year

• 2021 Colorado Music Educators Association Honored Administrator

• I am also proud of the work that I did at each level while I was a principal.

As the Principal of Talbott Elementary School, I helped transition the school into a Math and Science Focus School.

As the Principal of Janitell Junior High School, we won the Colorado Department of Education Commissioner’s Cup for closing the achievement gap for our students.

As the Principal of Widefield High School, we successfully navigated the challenges associated with the COVID pandemic.

As a district leader, I am proud of the various opportunities that we offer to our students, including but not limited to:

• Honors and Advanced Placement classes

• Concurrent Enrollment

• Project Lead the Way Pathways

• Computer Science Pathways

• Career and Technical Education Pathways

• Manufacturing Industry Learning Lab opportunities in cabinet manufacturing, welding and construction technology

• Music Production

• International Spa and Salon Cosmetology, and various certification opportunities.

Why did you decide to pursue this superintendent vacancy?

As a long-time resident of the Widefield community and employee of the district, I feel a strong sense of pride and commitment to our school district. I feel like I still have a lot to offer in this position, and I want to continue giving back to this community, which has given so much to me over the years.

What do you hope to bring to Widefield School District 3 as its new superintendent?

I hope to bring a connection to our past traditions and our pathways into the future. I hope to continue providing opportunities for our students to find their passion and explore various post-secondary pathways, whether that is in going to college or university, entering the workforce, or joining the military.

I also hope to foster the climate and culture of Widefield School District 3 as a place where students want to learn, parents want to send their children, and staff members want to work and thrive.

What are D-3’s greatest strengths as you begin your tenure as superintendent.

One of our greatest strengths is our sense of community in our school district. We have great students, staff, and parents, and we work hard to support each other. We work hard to give students the skills necessary to be successful as they move on after high school — either to a 2- or 4-year college or trade school, to the workforce, or to the military.

Our outstanding staff is another of our strengths. From central administrators to building level principals and administrative teams, mental health support staff, counselors, teachers, educational assistants, secretaries, custodians, facilities workers, bus drivers, kitchen workers…everyone is here to do their part to ensure that students are successful in our school district.

Another strength is our focus on safety and security in our district. We have received grants to bolster our radio communication, response time, and ability to communicate with first responders in emergency situations. We also have armed campus security and district patrol to ensure the safety of staff and students at every school site in the district.

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

Widefield School District 3 will pursue a Bond and Mill Levy Override in the 2025 election. While we are fiscally responsible and able to complete many projects throughout the district, we have aging facilities in need of additional support and repairs. A successful Bond will help address the facility needs in our district, and the Mill Levy Override will help bolster programs and support salaries and compensation packages within the district.

We also face similar challenges as public education in general, including:

• Addressing learning loss associated with the COVID pandemic: We are working hard to fill the educational gaps experienced as a result of the COVID pandemic.

• Teacher Shortages: Many regions have experienced shortages of qualified teachers, particularly in high-demand subjects such as math, science, and special education. Recruiting and retaining qualified educators remains a significant challenge.

• Mental Health and Well-being: The mental health and well-being of students and staff continues to be an area of emphasis.

What are short-term goals you hope to accomplish as superintendent?

One short term goal will be to evaluate current systems on an ongoing basis to determine if things are operating optimally in our district. I would like to make sure that all staff have the necessary resources to do their job effectively and efficiently.

Another short-term goal is to make sure that students are equipped with everything they need to succeed at whatever career pathway they chose after graduation — whether that’s going to college, entering the workforce, or joining the military. We have great opportunities for students to engage in various Advanced Placement classes, PLTW, Computer Science, and Acoustic Design pathways, and many opportunities for students to attain industry-level certifications through Career and Technical Education pathways and the MiLL. I’d like to continue offering innovative ways for students to stay plugged in and find areas in which they are passionate.

What are the long-term goals?

A long-term goal will be to plan for the growth that is coming to our district. We have a large amount of houses and developments across our district, and that will play a significant role as we go for a Bond and Mill Levy Override in 2025.

• We have facility needs for current buildings.

• We have programmatic needs and salary/compensation needs for our employees.

• We will also have future needs for building new schools to accommodate the growing community.

Donovan Mitchell: Calhan District RJ-3

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

Other than coaching football, basketball, and baseball, I did not enter full-time education until the fall of 2014. I was hired by Calhan as the middle school math teacher under the alternative teaching license program. After teaching for three years, I became our AP/AD and served for two years before being hired as the middle and high school principal in 2019. I served in that role for five years and was hired as Calhan’s next superintendent due to David Slothower’s retirement.

What made you want to pursue a career in education?

I never desired a career in education. Outside of coaching, I never envisioned myself working as a teacher, principal, or superintendent. That changed when I was approaching 30, and I found a niche through coaching baseball. I realized I wanted to be in the school full-time and contribute to my family’s community.

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

None of my successes are mine alone. Every success encountered by Calhan Middle School and High School over the past decade is due to the incredible people who give their lives to this community. We have improved state test scores dramatically and added five new Career and Technical Education programs (Criminal Justice, Agriculture/FFA, Family Consumer Science, Aviation, and Cyber Security.) Along with our tremendous teachers and staff, I have been blessed to be taught by tremendous men as mentors, former superintendent David Slothower.

Why did you decide to pursue this superintendent vacancy?

I am very proud of what our team has created at Calhan and the current trajectory of our district. I want to keep our direction the same but keep it moving forward. We are also privileged with our current Board of Education. They put students and staff first in all that they do.

What do you hope to bring to Calhan School District RJ-1 as its new superintendent?

I hope to maintain the rural school culture that families stay in Calhan for, as well as move to Calhan for, while providing a relevant, 21st-century “education that matters.” (From our mission statement)

As a 3rd generation (both of my parents graduated from Calhan, and three of my four grandparents graduated from Calhan) Calhan graduate myself (class of 2003), I have a deep love and care for this town and its surrounding community. I have the honor of leading and serving students who are literally sitting in the same classrooms that I once did.

What are RJ-1’s greatest strengths as you begin your tenure as superintendent?

Our greatest strength is the culture created by our staff. Two-thirds of our teaching staff drives from Colorado Springs to work in Calhan.

We also live in a strong and supportive community… so much so, that in November of 2022 they passed a bond to build our new CTE facility that opens for the fall semester this coming school year.

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

As I said before, 2/3 of our teaching staff drives from Colorado Springs to work in Calhan. Our greatest challenge is compensating our staff in a manner that leads to the retention of great teachers. As well as recruiting great teachers during a nationwide “teacher exodus.”

What are the short-term goals you hope to accomplish as superintendent?

Since I moved into the superintendent’s role, we have a new secondary principal, along with a new assistant principal and dean of students. My short-term goal is to create cohesion and alignment within our leadership team. Everything lives and dies with leadership. There is no such thing as bad teams, only bad leaders. Our leaders’ competency, trustworthiness, and relationship-building will determine the continued success of Calhan. The more competent leaders we are, the better we can care for, equip, and guide the staff of Calhan School District, ultimately providing the best experience possible for the students within the Calhan community.

Second, we will continue building educational pathways and opportunities relevant to every Calhan student. Our new CTE facility and updated CTE offerings exhibit that no longer should “college” be touted as offering the only pathway to success (as it was in 2003, my graduating year). We will provide students with the opportunity to experience new and exciting pathways at younger ages as they work to understand their talents and desires. They will learn, by doing new things, and most importantly, “hard things,” that their success or lack thereof is completely up to them through their actions and decisions.

Dr. Stacie Datteri: Lewis-Palmer School District 38

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

I began my career in the classroom as an elementary teacher, which granted me firsthand experience of what it’s like to serve as an educator. This experience has helped me remain connected to the greater mission of education — equipping students for success. I later transitioned to serve as an instructional coach, guiding teachers in reading, writing, and math instruction. My experience spans 29 years, during which I led in the roles of teacher, coach, curriculum coordinator, executive director of learning services, and before coming to D38, serving as assistant superintendent supervising district level and principal leadership.

What made you pursue

a career in education?

Ever since I was young, I always wanted to be an educator. Teaching runs in my family — my mother and several other relatives were educators. This legacy inspired me to follow in their footsteps, impact the next generation, and make a difference in the lives of students. I am passionate about and dedicated to our students in D-38 to ensure they have the support, educational experiences, and vast opportunities needed for success.

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

I am dedicated to leadership and investing in people, a crucial component of District 38’s strategic priorities. Each day I strive to uplift staff, teachers, and students — it’s simply who I am and what I do. The relationships I’ve built in previous roles, with community organizations like the Boys & Girls Club of Weld County, have made a meaningful difference, and I eagerly anticipate making similar connections in the Tri-Lakes Area.

Some of my past work has focused on curriculum adoption and implementation, and I am proud of the positive impact it has had on student outcomes. Leadership often requires innovation, and in my prior school district, I played a key role in launching an early college academy that provided students with an opportunity to earn an associate degree while in high school. I look forward to leveraging that experience with innovation to elevate learners in D38.

Serving as superintendent in Lewis-Palmer School District was the only new career opportunity I pursued. I was drawn to the small-town feel within a larger footprint. Many aspects of D38 align with my personal core values, especially the commitment to doing what is best for students. I plan to continue building on the district’s positive reputation, while supporting all D38 staff members in their journey of ensuring students are ready for success in college, career, and life.

What do you hope to bring to

Lewis-Palmer District 38 as

its new superintendent?

My leadership style is driven by my passion and a strong commitment to ensuring that students have numerous opportunities available to help them prepare for life after graduation in higher education, training in skilled trades, and the workforce. In prior experiences, I supervised CTE (career & technical education) programming and am excited to play a part in opening the new Career & Innovation Center in District 38.

My vision as a leader is to bring out the best in everyone on the D38 Team. I am devoted to ensuring that staff are valued and play an active role in the consensus model of shared decision-making. Throughout the process, we will live our mission and stay committed to our strategic plan as our guiding star and roadmap.

Finally, I am dedicated to growing our community involvement and making meaningful connections with a presence in the Tri-Lakes Area. As D38’s new superintendent, I understand that strong schools play a key part in building strong communities, and I look forward to furthering our partnerships.

What are D-38’s greatest strengths as you begin your tenure as superintendent?

D-38’s greatest strength is our reputation of academic excellence. I am incredibly grateful for our team of dedicated educators, excellent support staff, and strong family and community support. Together, we aspire to prepare our students to be contributors, problem-solvers, connectors and communicators— skills we define as crucial for our graduates. It is clear that this is a cornerstone strength within D-38.

In addition, it is a top priority for D-38 to provide safe and welcoming schools. Our building leaders and teachers strive to offer a positive learning environment for every student from the moment they enter the building to when they leave for the day. Our support staff ensure that families, community members, and students are treated with respect and care. D38 is committed to the safety and wellbeing of everyone in our schools.

Finally, our Board of Education includes many committed, forward thinkers who are grounded in mindful and balanced decision-making, always placing the best interests of our students first. This mindset of our Board is a significant strength within our community and will ensure we achieve our vision of elevating every student, every day.

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

Challenges in District 38 are like those faced by other school districts across the entire country, including a national teacher shortage which impacts the recruitment and retention of highly-qualified staff members. To maintain our level of academic excellence, we must continue to find ways to attract and retain top educators, which requires a competitive compensation package and a commitment to valuing our people.

Meeting the needs of each and every student continues to be both a public education challenge and a priority within D38. We aim to build on traditions of excellence, while being proactive with adding relevant learning opportunities at all grade levels to adequately serve the needs of our students.

While the Colorado state funding formula has undergone needed revisions recently, the changes focused on improving funding for Colorado students who face educational challenges. While the new formula does not harm D38, it does not increase funding for our students. Ensuring we have fiscal stewardship of our state appropriations and balancing the needs of all students will remain a top priority.

What are the short-term goals you hope to accomplish as superintendent?

My goals for the near future include opening our new Career & Innovation Center on time and on budget. This facility will expand the district’s scope of support for student future-readiness by bringing hands-on learning experiences to D38 that are relevant in today’s job market.

I am also eager to start establishing connections and building relationships with the community and our staff members. To help us work collaboratively, I plan to have an ongoing presence in our schools and community. I believe that when staff and community members have a voice, and we have a transformative approach to decision-making, stakeholders feel valued, and we find the best solutions to complex problems

What are the long-term goals?

As superintendent, my long-term goals include ensuring our facilities effectively serve our students and that we efficiently utilize our district assets. District 38 will remain committed to fiscal stewardship while providing an exceptional education for all learners. This includes balancing efficient internal operations and implementing effective systems.

In addition, I will strive to uphold and further the legacy of academic excellence in D-38. Our Board of Education has established strategic priorities that align with our core values, mission, and vision. One of these core values is excellence. In D-38, our dedicated team consistently seeks improvement and high achievement, positively impacting student outcomes.

Finally, I will work collaboratively with staff, students, families, and the community to build trust and relationships, valuing all people who have a mutual interest in what’s best for our students.

Is there anything else you want to tell readers and your community about you and your vision for D-38?

I lead with my core values of creating a positive, caring environment with respectful interactions that help ensure student and staff success. I will build upon the foundation of excellence already established in D-38, managing challenges and leading with a spirit of collaboration and a shared decision-making model. My vision is for District 38 to become the hallmark of education in the Pikes Peak Region where students, staff, and the community feel welcomed, safe, and are able to thrive.

Mark McPherson:

Hanover School District 28

Tell us a bit about your background

and career to date prior to pursuing

this position.

I retired from the US Army where I served as a medical corpsman, field operations officer, and finally hospital administrator. After retirement, I totally switched career fields and began a career in education where I served as a teacher and an administrative leader.

What made you want to pursue

a career in education?

My daughter came home from middle school the summer I retired from the Army and asked if I had a degree in science because they needed a science teacher. My wife encouraged me to apply so I submitted an application. By Christmas of that year, I found that I actually loved teaching and working with kids so I went back to school and obtained a Masters in Education with a teaching certificate. It’s been a wonderful adventure ever since.

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

In my education career, looking back I’d say it is the success of the kids I taught in the classroom. Some are in the military, many have advanced degrees and are lawyers, nurses, deputy sheriffs, journeyman electricians and more. Some own their own business that include home healthcare, painting, or trucking companies. I am so proud of each of them. As for me, not much to speak of because it’s always been a team that made things happen. I was just fortunate to either be a part of, or lead a team to success.

Why did you decide to pursue this superintendent vacancy?

I retired a second time from education in 2017. This past November, the former superintendent resigned mid year. The district needed an Interim Superintendent. I have lived in the district for almost 25 years and with over 40 years of leadership experience, I volunteered to come back and support the District as they continue to move forward. I am fortunate they selected me to serve.

What do you hope to bring to Hanover School District 28 as its new superintendent?

Stabilization, continuity, and transparency in all we do. These are some of the key ingredients to success.

What are D-28’s greatest strengths as you begin your tenure as superintendent?

Our staff and our students. We have put an incredible team in place that is adept at working with all students who enjoy the pursuit of success. Our students simply just want to succeed and with our help, they most certainly will.

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

Hanover’s challenges are the same as almost all of the local districts and the public education sector. We struggle with adequate funding, teacher retention along with quality professional development, striving for achievement, balancing curriculum with standards and assessments and of course our number one goal — school and student safety.

What are the short-term goals you hope to accomplish as superintendent?

Establish a sound working environment based on trust for all students and staff. Rebuild relationships and promote communication and transparency at all levels. And with a BEST Grant for remodeling our elementary, put together an efficient team to get the project up and moving. As for the classrooms, work on curriculum development both horizontally and vertically and providing staff the resources including professional development to ensure success.

What are the long-term goals?

Always the top two, enhance and maintain safety and increase performance so that all students are at or above grade level.

Is there anything else you want to tell readers and your community about you and your vision for D-28?

Yes, when in Hanover, feel free to stop in for a pretty good cup of coffee and to chat about our wonderful district, schools and the exciting things going on in our small but awesome community.