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Our Mission

Our Mission
The Success of Every Learner.

Our Vision
World Class. Every Day. In Every Way.

Core Values
Every learner deserves a world class education.
We will be a leader in innovation and technology.
The learning environment must be safe and supportive.
Our diversity is our strength.
Community partnerships are vital to our success.
We will act ethically at all levels of the organization.

Letter from the

Tod Kline


I became your superintendent in May, 2015, and it has been my pleasure in preparing for the 2015-16 school year to witness what I understand to be a renewed sense of purpose in this district.

There’s momentum towards academic rigor with curriculum and instruction. There’s a trajectory of accountability with financial systems and human resources. There’s heightened responsiveness to the needs of students, families, staff and community as well as expanded attentiveness to varied services we provide.

Susquehanna Twp. School District is full of HOPE.

I’m a train buff, so I would like to think that the train has left the STSD station. We’re going to stay on track and pick up some speed this school year. Passengers – students, staff, families, township residents - can hop on board at stops I’m calling Leadership, Strategy, Focus, Data, and Success.  We will climb some mountains and traverse a few valleys, but the vistas will be magnificent and well worth the trip. The destination will not disappoint. 

All aboard. Please contact me at 717-657-5100 and tkline@hannasd.org if I may be of assistance to you.

On June 15, the board of school directors approved my goals as superintendent. I’d like to share them with you here:

Educational Leadership – The superintendent works to determine program effectiveness, the attainment of annual and long-term goals, and ensures best practices for instruction and management.
Key Performance Indicators include:

  • Institute appropriate measures so that a minimum of 80 percent of third grade students read on grade level by June 30, 2018 as measured using the GRADE test
  • Improve School Performance Profile Score outcomes by June 30, 2018 as noted:

    • Increase Sara Lindemuth Elementary School score to 82
    • Increase Thomas Holtzman Elementary School score to 79
    • Increase Susquehanna Township Middle School score to 81
    • Increase Susquehanna Township High School score to 75

Organizational Leadership - The superintendent is able to manage effectively, utilizing a thorough understanding of the district’s budget and educational finance, appropriately allocates all resources, and effectively communicates/collaborates internally and externally with staff, school board and community-based stakeholders.

Key Performance Indicators include:

  • Marshal all available resources in the design and execution of school district initiatives that ensure the well-being and safety of the students with the implementation of a school-wide behavior model by June 30, 2016, and to evaluate and revise, with report to the Board, on an annual basis thereafter.
  • The superintendent shall engage the Board in the development of a balanced budget by October of each school year and culminates in the presentation of a final budget with planned expenditures for Administrative costs to be no more than a maximum amount with that amount to be mutually agreed by the superintendent and the board no later than December 31, 2015.

Governance & Board Relations - The superintendent works effectively with the board to monitor and create organizational policies and demonstrates appropriate leadership and governance of the school district.

Key Performance Indicators include:

  • By June 30, 2018, lead the Board to complete a review and update of all school policies to ensure that all information is current.
  • Administers and supports policies throughout the school district to include annual evaluation and revision of both student and teacher handbooks

Professionalism and Professional Qualities - The superintendent models professional decision-making processes and ethical standards that are consistent with the values of Pennsylvania’s public education system as well as that of the Susquehanna Township community. The superintendent additionally works to individually reflect upon her/his effectiveness within the role and works to improve effectiveness through the use of professional development literature and activities.

Key Performance Indicators include:

  • Continues professional development through coursework and conference attendance through a plan developed and presented to the Board by June 30 of each year.

Personal and Inter-Personal Qualities
- The superintendent in conducting his duties and interacting with the stakeholders demonstrates work attitudes that reflect high levels of initiative, dependability and productivity
Key Performance Indicators include:
  • Demonstrate understanding and respect for the work of others through the development of a staff recognition plan to be presented to the Board by June 30 of each year.
  • Establish a community business advisory committee, a parent advisory committee, and a teacher advisory committee prior to June 30, 2016, in order to assess the District for ongoing improvement. Develop recommendations for additional or revised advisory committees each year thereafter to be established by June 30 of each year.

*The superintendent will be evaluated on an annual basis using the Superintendent Evaluation Form which lists additional Key Performance Indicators


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