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Superintendent of Schools

Dr. Ryan J. Axe, Superintendent

Dr. Ryan Axe

Dr. Ryan J. Axe

Hello Manheim Central Community,

We are looking forward to another year of serving and celebrating our students and the community of Manheim Central. Our staff and School Board are committed to supporting all of our learners and families by offering a multitude of learning opportunities and top quality resources and facilities during and after the school day. Doing so is not possible without a supportive community so we want to say thank-you!

We are fortunate to be able to work with you and all of our young Barons.
Sincerely,
Dr. Ryan Axe 
E-Mail: axer@manheimcentral.org

Superintendent Goals (2025-2026)

1.  Educational Leadership
  • Enhance Curriculum Alignment
    • Continue to expand Voice and Choice K-12 through curriculum, schedules, and learning options for students.
  • Expand Professional Development
    • With the new PD schedule, we will offer additional opportunities for staff K-12. This will include curriculum development and expanding learning options for them throughout the year based on our vision and their feedback.
  • Continue to Integrate Technology
    • Explore AI instructional options that will give Manheim Central more flexibility for learners, staff, and administration. Continue to train and develop staff on AI and other technology platforms.
2.  Quality
  • Maintain Facility Standards/School Safety
    • Enhance district-wide preventive maintenance programs with regular safety audits to ensure all facilities meet or exceed state safety standards.
  • Enhance Instructional Quality
    • Expand Learning Walks for staff and engage in more co-observations with administration. Continue to support Induction Teachers.
  • Strengthen Support Services
    • Expand access to mental health resources for students and families through services we provide and exploration of options outside of our school district.
3.  Community Relations
  • Enhance Communication/Promote Sharing Information
    • Expand our digital footprint in the community through Facebook, X, and content created K-12.
  • Encourage Parental Engagement
    • Participate in community group meetings to learn about what they are doing as well as to share our strategic vision for the district.
  • Build Community Partnerships
    • Establish more internship and mentorship programs with local businesses to provide career exposure. Attend meetings in the community that impact our school district.
4.  Financial Execution and Strategy
  • Optimize Resource Allocation
    • Continue to leverage community resources in a positive manner.
  • Plan for Long-Term Stability
    • Embark on K-12 audit with Leadership Team so we are prepared if we face fiscal challenges.
  • Fiscal Responsibility Stakeholders
    • Continue to regular updates and share results of the audit with the Board and review progress throughout the year. Explore a dashboard option throughout the school year.
5.  Professionalism/Ethics/Integrity
  • Model Expected Leadership
    • Demonstrate open communication with our team, engage in collaborative leadership by giving them ownership, and uphold the practices we believe in with families and the community.
  • Foster a Culture of Integrity
    • Model ethical standards for our team, promote open dialogue between colleagues, leaders, staff, students and the community, and have open conversations with all stakeholders. Recognize that we all make mistakes but it's what we do about it moving forward that matters.
  • Promote Accountability
    • Continue to foster a culture of feedback and evaluation based on each leader's strengths and growth areas. Work to ensure that our leaders, staff, and students and community feel they are heard when they reach out with positive or constructive feedback.

Superintendent Evaluation And Objective Performance Standards and Assessment

The performance of the Superintendent shall be assessed against the objective performance standards listed below. The Board and Superintendent hereby mutually agree to the following performance standards:

  • Leadership
  • Quality
  • Community Relations
  • Financial Execution and Strategy
  • Professionalism/Ethics/Integrity

Update as of June 02, 2025:

The performance of the Superintendent for the 2024-2025 school year was assessed in May, 2025. The Superintendent met the objective performance standards listed above.

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