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Superintendent's Office

richard sniscak superintendent of schools

Dear Parkland Community,

Welcome to the 2018-2019 school year.

A Parkland School District Comprehensive Education is anchored by three primary developmental pillars that focus upon Academics, Arts and Athletics. These three pillars reinforce each other through a variety of programs, systems and activities. Within these developmental pillars we have established requirements for student completion and advancement. Codifying and linking these requirements are part of a comprehensive educational program that reinforces our effort to educate the “Whole Child” so each student is positioned to achieve success across essential aspects of a Parkland Comprehensive Educational Program.

The Parkland School District continues to see changing demographics, which can create structural barriers to learning in and out of school if not addressed. We believe by continuing to take research-proven steps to foster equity and equality of opportunity in education, we will make strides in reaching our district literacy goal of having all children read at grade level by the end of third grade. As we advance closer to attaining this goal, we will provide more children with access to a more rigorous curriculum.

Academic development is our number one priority in a Parkland Comprehensive Education.  Our goal is to educate and develop our students to reach their individual best, through a continuously adapting and challenging curriculum that meets the needs of a diverse population of learners. Development in the Arts and Athletics instills such qualities as commitment, discipline, collaboration, dependability, creativity, social and communication skills, leadership, time management and selflessness. Integrated throughout our comprehensive education is a character-building program promoting moral and ethical behavior. The essence of this program is to treat other people with respect – the way you want others to treat you. 

Investing in our students and our curriculum is our primary mission; however, we also continue to invest in our infrastructure and buildings and grounds to maintain an educational environment conducive to learning. The Parkland Board of School Directors endorsed a sixth year of capital improvement projects in January of 2018. The District completed or is scheduled to complete the following projects in the summer/fall of 2018:  replacement of the fire alarm panel at Parkland High School; replacement of lighting control panels at Orefield Middle School;  replacement of a twenty-year old chiller and the replacement of roof sections at Springhouse Middle School; replacing the modular classrooms, painting the gymnasium and replacing the concrete steps at Cetronia Elementary School; converting the boilers from fuel oil to natural gas at Fogelsville Elementary School; replacing the fire panel a Kernsville Elementary School; constructing a new sidewalk at Parkway Manor Elementary School; and painting the gymnasium at Schnecksville Elementary School.  Additional expenditures from the capital projects fund are earmarked for bus and van purchases, technology purchases and costs associated with the construction of Veterans Memorial Elementary School.

Construction has begun on Veterans Memorial Elementary School, located on the west side of Twin Ponds Road between Long Lane and Schantz Road. The land donated by Jackie and David Jaindl and family will house Parkland’s ninth Elementary School in the middle of one of the District’s fastest growing areas of new residential construction. The new school will open in the Fall of 2020 and will accommodate approximately 700 students in grades K-5.

We encourage all residents to stay informed and read our quarterly newsletter which mails to all who reside in the Parkland School District in September, December, April and June.  Residents can also sign up to receive it electronically here:   Subscribe to Parkland School District NewsletterOpens a New Window.

Thank you for your continued support.

Sincerely,

Richard T. Sniscak, Superintendent of Schools
Email: sniscakr@parklandsd.org
Phone: 610-351-5502

Closing or Delaying School for Inclement Weather

Parkland State of the District 2018

Welcome Back Staff Letter

Superintendent's Objective Performance Standards

SUPERINTENDENT’S OBJECTIVE PERFORMANCE STANDARDS FOR THE 2017-2018 SCHOOL YEAR

  1. Developing, Implementing and Monitoring of School District Goals and Objectives
    Establish short-term and long-term goals and objectives for the School District through research and analysis including input from the Board and the staff and continue to monitor the implementation and attainment of all goals and objectives taking into account future needs of the School District.
  2. Measuring and Assessing Student Growth and Achievement
    Oversee the use of multiple data sources to assess student growth and achievement. Such sources may include Scholastic Aptitude Test (SAT), Preliminary Scholastic Aptitude Test (PSAT), Advanced Placement Test (AP), National Occupational Competency Testing Institute (NOCTI), Pennsylvania System of School Assessment (PSSA), Keystone Exams, Pennsylvania Value Added Assessment (PVAAS), School District assessments and other assessment tools. Oversee student growth and achievement with the goal of developing and expanding student growth and achievement in accordance with their abilities in curricular programs, co-curricular activities and extra-curricular school sponsored activities (including academics, arts and athletics).
  3. Employing Problem-Solving Skills
    Identify the problem and the relevant information toward finding a solution through an unbiased and objective view by using appropriate and different skills, strategies and techniques (methods and tools) that allow for workable and functional solutions tailored to the problem.
  4. Providing Leadership
    Have the ability to observe and be aware of what is going on within the School District; make timely decisions to serve the best interest of the School District; know when to act unilaterally or collaboratively; look for constructive solutions with a focus on moving forward rather than a focus on past mistakes and assigning blame; take responsibility for the entire School District by monitoring the effectiveness of policies; take steps to solve problems timely and efficiently; act with confidence; use strategies that have been well-researched or thought out; communicate positively with solutions in hand or the willingness to find solutions to problems; demonstrate honesty, ethical behavior and act reliably within and without the School District; plan ahead taking into account possible impacts of decisions and being able to consider viable alternatives or contingencies for decisions that do not work out; and inspire others to be the best they can be by giving them the support, tools, training and latitude to pursue goals and objectives for their success and the success of the School District.
  5. Delegating of Responsibility
    Know when to delegate; know to whom to delegate; know how to delegate by clearly defining what needs to be done and when; maintain control by establishing timelines and open communications; address questions and progress; and review all work following completion to assure quality work that meets pre-established standards and expectations.
  6. Establishing a Working Relationship with the Board of School Directors
    Prepare agenda and other meeting materials in timely fashion; attend and participate appropriately in meetings of the Board; keep the Board informed on all matters that may require Board action and on other matters deemed to be appropriate and necessary; provide recommendations based on research and analysis to the Board for formulation of Board policy and other matters that require Board action; implement and interpret Board adopted policies and recommend changes as necessary.
  7. Managing Personnel
    Recruit and assign the best available personnel in terms of their qualifications, eligibilities, certifications and competencies; develop and execute sound personnel policies and practices; accept responsibility for maintaining liaison between staff and the Board; conduct a staff supervisory program; work with supervisory employees in a timely and constructive way to carry out performance evaluations and to correct deficiencies to increase effectiveness.
  8. Overseeing Curriculum and Instruction
    Understand and keep informed regarding all aspects of the instructional program; organize and plan a continuing program for curriculum; evaluate and improve curriculum; utilize the abilities and talents of the professional staff and community to provide input for new and improved curriculum; oversee studies conducted by staff or committees to examine, evaluate and recommend curriculum changes.
  9. Overseeing Business and Finance
    Evaluate financial needs both short-term and long-term; make recommendations for adequate funding for both operating expenditures and capital expenditures; utilize funds efficiently and maintain effective controls to monitor district expenditures to stay within the adopted budget; oversee the preparation and fair presentation of financial statements in accordance with accounting principles generally accepted in the United States and pursuant to the regulations of the Commonwealth; and oversee the design, implementation and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement.
  10. Maintaining Communications with Staff, Students and Community
    Speak effectively in front of large and small groups; express ideas in a logical and forthright manner; respond timely to questions and requests; listen, absorb and process both verbal and written communications; be receptive to recommendations, new ideas and complaints; and share information openly and frequently.
  11. Developing and Maintaining Relationships to Foster Community Needs
    Develop cooperative relationships and work effectively with the following persons, groups, and organizations to foster community based needs: parents/guardians and patrons; news media; business community; non-profit organizations; charities; service organizations; law enforcement; emergency services; legislators; local, state and federal agencies; governmental entities (including townships and other political subdivisions).
  12. Engaging in Self and Staff Development
    Maintain professional development through engagement in educational pursuits; engage in educational related endeavors (read educational materials, teach educational courses, matriculate in educational courses, attend educational conferences, and participate on educational committees both professional and non-professional); visit or communicate with other public school districts, as well as charter and private schools.

The Superintendent has met the above Objective Performance Standards for the 2017-2018 school year.