• Superintendent Dr. Marcus Funchess
    PLAN OF ACTION: FIRST 100 DAYS

  • Dear Palm Springs Unified Community,Marcus Fuchess

    I am deeply honored and humbled to serve as the incoming Superintendent of the Palm Springs Unified School District. It is a privilege to partner with our Board of Education, scholars, educators, staff, families, and the broader community as we work together to fulfill the district’s mission. I look forward to engaging with every member of the PSUSD community and learning how educational excellence is being achieved across our schools. This plan of action reflects my deep commitment to understanding the diverse strengths that shape PSUSD and to fostering a district-wide culture rooted in active listening, continuous learning, and transparent communication.

    As a new member of the PSUSD family, I am committed to investing significant time in learning about the district’s rich history, longstanding traditions, and deeply held core values. While my roots in Riverside County offer some familiarity with the heritage of the Palm Springs Unified community, I recognize the importance of engaging in a thoughtful and inclusive learning process to fully understand the unique context of PSUSD and the broader Coachella Valley. I look forward to connecting with the dedicated individuals who bring this district to life each day. At the conclusion of my first 100 school days, I will present a summary of key insights and reflections to the PSUSD Board of Education during a regularly scheduled meeting—reinforcing our commitment to transparency and a shared vision for the path ahead.

    I look forward to the opportunity to listen, learn, and partner with you. Moving forward together, we will build a future of excellence for PSUSD.

    Sincerely,
    Marcus Funchess, Ed.D.,
    Superintendent of Schools


  • Superintendent’s Core Values & Beliefs

  • Superintendent Marcus Funchess at school

    Trust and integrity are the foundation of effective leadership.

    Every decision must be guided by what is best for our children.

    Including people in the decisions that impact them build organizational trust and transparency.

    Equity and access to high-quality learning opportunities are foundational.

    Schools must be safe, supportive, and inclusive environments where scholars, staff, and families feel a true sense of belonging.

    Strong partnerships with families and the community are essential to thriving schools.

    Achieving lasting success requires unwavering focus, thoughtful preparation, and strong fiscal responsibility in the present to build a sustainable future.

  • Pride Week

     


  • ACTION PLAN PURPOSE & GOALS

    Palm Springs Unified is ready to build on its strengths and continue leading in educational excellence. As the new superintendent, this entry plan will guide a thoughtful, proactive transition focused on listening, learning, and connecting with the people and culture of PSUSD. It outlines five key goals—drawn from the Superintendent Leadership Profile Report—to shape my focus during the first 100 school days, in no particular order, and set the stage for the work ahead.

      1

      • STRENGTHEN GOVERNANCE THROUGH TRUST & TRANSPARENCY

        Cultivate a strong foundation of trust and collaboration with the Board of Education, staff, and community to ensure effective, transparent, and exemplary leadership that serves the best interests of scholars and families.

      2

      • ADVANCE ACADEMIC EXCELLENCE AND EQUITY

        Empower every scholar for future success in college, career, and life by strategically aligning resources, closing opportunity gaps, and promoting innovative, high-quality learning experiences.

      3

      • ENSURE FISCAL SUSTAINABILITY & OPERATIONAL EXCELLENCE

        Utilize cycles of continuous improvement to streamline systems and maximize operational efficiency to support schools with exceptional services, ensuring the sustainable use of resources to drive scholar achievement and well-being.

      4

      • PROMOTE A SAFE, SUPPORTIVE, & INCLUSIVE DISTRICT CULTURE

        Foster a culture of respect, positivity, and belonging where scholars and staff experience environments of safety and well-being.

      5

      • ENGAGE THE COMMUNITY THROUGH TRANSPARENT & MEANINGFUL COMMUNICATION

        Build public trust and confidence by facilitating honest, consistent communication and cultivating strong, collaborative relationships with families, staff, and community partners.


      • LEADERSHIP ACTIONS ALIGNED WITH PSUSD LEADERSHIP PROFILE

        To achieve these goals, the following actions will take place:
      • LISTEN To develop a comprehensive understanding of the district, I will engage in meaningful conversations with scholars, educators, classified staff, school leaders, families, union representatives, district administrators, business and community partners, and local and state leaders. These engagements will focus on learning about what is working well, identifying pressing challenges, and understanding the values and hopes of those we serve.
      • LEARN To develop a comprehensive understanding of the district, I will engage in meaningful conversations with scholars, educators, classified staff, school leaders, families, union representatives, district administrators, business and community partners, and local and state leaders. These engagements will focus on learning about what is working well, identifying pressing challenges, and understanding the values and hopes of those we serve.
      • SHARE Through clear, consistent communication, I will share my educational philosophy, leadership values, and long-term commitment to scholar success. I will work to build an inclusive culture centered on continuous improvement and mutual respect— where every voice is valued, and every stakeholder feels a sense of belonging and purpose.
      • BUILD Prioritize building strong, trust-based relationships with the PSUSD Board of Education, district leadership, staff, families, and community members. These relationships will be grounded in mutual respect, shared vision, and a commitment to advancing scholar outcomes and organizational excellence.
      • PLAN Present a comprehensive summary report to the Board of Education. This report will include key themes, identified strengths, challenges, and strategic recommendations for future action—serving as the foundation for our collaborative planning and progress.
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      • meeting with support staffPEOPLE & PROCESS: 
        DATA COLLECTION METHODS

        The data collection methods will include, but are not limited to,
        the following approaches:

        Individual meetings

        Focus group meetings

        Surveys and online platform for sharing feedback

        School & department visits

        Adopted budget, LCAP, & other internal document review

        Community/Neighborhood meetings

      •  

        TARGET GROUPS

          Internal Team Members

          • Board Members
          • Campus Staff
          • Parent Organizations
          • The Foundation
          • District Admin
            Classified & Certificated
          • District &
            School Support Staff
          • Educators
          • Principals &
            Assistant Principals
          • Union Leaders
          • Scholars
          • Counselors
          • Families

          External Partners

          • Neighboring District Leaders
          • Media Representatives
          • Not-for-Profit Leaders
          • Union Leaders
          • Civic Organizations
          • Business Leaders
          • Chambers of Commerce
          • Performing Arts Partners
          • Interfaith Leaders

          • EXPECTED OUTCOMES OF THE ACTION PLAN

          • JULY 2025 - SEPTEMBER 2025

            OCTOBER 2025 - DECEMBER 2025

            Cultivate a Strong Board-Superintendent Relationship
            Develop a shared sense of purpose that drives the work of the Board of Education, the Superintendent & the strategic direction of PSUSD.

            Visit Every PSUSD School by September 2025
            Demonstrate visible, engaged leadership by completing visits to 100% of district schools by September 2025 to listen, learn, and celebrate the strengths of each school community while identifying areas of support.

            Engage with at least 100 Educational Partners in the First 100 Days
            Hold scheduled meetings with at least 100 diverse educational partners —including scholars, educators, staff, families, community members, & civic leaders—during the first 100 days to build relationships, foster trust, and ensure inclusive input shapes district priorities.
            Present Mid-Year Summary of Key Insights and Priorities
             Deliver a mid-year report to the Board of Education summarizing findings from employee & community engagement & school visits, highlighting major themes, strengths, challenges, & initial priority actions for the 2025–2026 school year.

            Initiate Collaborative Strategic Planning Process
            Identify emerging themes & district-wide priorities to inform the launch of a comprehensive, strategic planning process—engaging partners in the co-creation of a multi-year vision that drives innovation, scholar achievement, & organizational excellence.

          • We are entering a defining moment for the Palm Springs Unified School District & the community we proudly serve. While challenges are before us, this is also a season filled with hope, possibility, & renewed purpose. Our shared commitment to the success of every scholar is more important than ever. Together, we will listen, learn, and grow, fostering trust and unity.

            Moving forward together, let us use our time wisely to ensure that we are doing all that is possible to ensure every scholar realizes their full potential and gains the skills, capacities, and confidence needed to succeed in a rapidly changing world.