Superintendent Spindler's 100 Day Entry Plan - Florida Union Free School District

On Thursday, July 13, Superintendent Dr. Lisamarie Spindler presented her 100-day entry plan to the Florida Union Free School District Board of Education.

Below is the information she presented. A printable, graphic version of the plan is available here.

Superintendent Introduction

Dear Members of the School District Community,

With great enthusiasm and excitement, I introduce myself as the new Superintendent of Schools for our district. I am Lisamarie Spindler, Ed.D., and I feel privileged to join this incredible community. I bring a wealth of experience and an unwavering passion for education.

Throughout my career, I have held various leadership roles in education, including Superintendent, Assistant Superintendent of Finance, and Assistant Superintendent of Curriculum, Secondary. Additionally, I have served as a principal, assistant principal, and teacher. These experiences have equipped me with a diverse skill set and a deep understanding of the complexities of our education system.

In my previous district, I successfully created a balanced school budget with a zero percent tax levy, ensuring fiscal responsibility while providing necessary resources for our students. I co-authored numerous grants to increase revenue, negotiated and ratified employee contracts and presented district budgets to the Board of Education and the community. I also supervised and evaluated central office administrators and building principals, fostering a culture of accountability and continuous improvement.

Moreover, I take pride in the strategic initiatives I have implemented. I developed a district strategic plan that guided our collective efforts and led to improved outcomes for our students. We created new program opportunities, such as early college and career and technical education pathways, expanding their horizons and preparing them for success. To further support our families and scholars, we launched a Saturday Academy, providing additional academic and enrichment opportunities. I am proud to mention in my previous district, we secured a grant through the NOVO Foundation, which significantly boosted teacher morale and retention. Furthermore, my former district’s acceptance into the League of Innovative Schools showcased our commitment to innovation and forward-thinking practices.

As I embark on this new journey with the Florida Union Free District, I am committed to working closely with our community to ensure every student receives a high-quality education. Together, we will strive to unlock the boundless potential within each individual. Education is the key that opens doors to limitless possibilities, and I am dedicated to creating an environment where our students can flourish.

In the coming months, I will execute a 100-day plan outlining our goals and strategies for immediate and long-term success. I will collaborate closely with district administrators, faculty, staff, parents, and community members to develop this plan, ensuring that it reflects the aspirations and needs of our district.

Dr. Spindler I firmly believe that a strong partnership between the school district and the community is vital for our collective success. Your valuable insights, support, and collaboration will be instrumental in achieving our shared vision for education. Together, we will continue to build upon the strengths of our district, foster a culture of excellence, and empower our students to reach their highest potential.

Thank you for your warm welcome into this incredible community. I am honored to serve as your Superintendent of Schools, and I look forward to positively impacting the lives of our students and the future of education in the Florida Union Free School District.

Sincerely,

Lisamarie Spindler, Ed.D.

Engage.

I will listen and learn from stakeholders and use data to inform decision-making

Empower.

I will create a vision and plan, provide support for educators, and promote a culture of growth

Excel.

I will prioritize data-driven decision-making and focus on improving the quality education for all

Strengths of the Florida USFD

Close-knit community with easy access to New York City
Deep village roots and history, with generations of families staying in the town
Growing diversity in the town and schools, oﬀering exposure to a more representative population
Highly engaged and passionate residents who provide a strong sense of community
Small class sizes and low adult-to-student ratio, providing a more personalized education
Highly dedicated administration, longtime hard-working staﬀ, and great teachers

Challenges & Issues Facing the the Florida USFD

Need to repair and improve relationships with various stakeholder groups
Decrease in enrollment, potentially leading to lower state aid, class sizes, and staﬀ/program reductions
Need to focus on improving student achievement in math and adding rigor to the academic program
Increase in student discipline problems, requiring exploration of more productive solutions and creative approaches to mental health and emotional learning

District objectives

Informed by the analysis of the district’s Leadership Proﬁle
Clear Vision and Mission
Exceptional Educational Quality and Rigorous Academics
Recruitment and Retention
Transparent Communication
Continuous Facilities Management
Financial Sustainability and Strategic Financial Forecasting
Advanced Teacher Training & Integration of Innovative Educational Technology

Phase 1: Observe Listen Learn (Days 1-30)

Meet with the Board of Education and district leadership team

Schedule individual meetings with each Board of Education member and central leadership team
to discuss the district goals and objectives
Listen to their insights and perspectives regarding the current state of the district
Understand their individual strengths and challenges, and learn how they contribute to the success of the district
Begin building relationships with each member of the Board of Education and the leadership team to establish trust and open communication channels

Meet with building principals and support staﬀ

Schedule individual meetings with each building principal and support staﬀ to learn about the school culture and expectations
Understand the challenges and opportunities facing each school building and support department
Identify areas of strength and needs within each building and support department
Begin building relationships with each building principal and support staﬀ to establish trust and open communication channels

Meet with community stakeholders

Attend community events and meetings to learn about the community and establish relationships
Meet with local business leaders, community organizations, and local government oﬃcials to understand community priorities and concerns
Begin building relationships with community stakeholders to establish trust and open communication channels
Identify opportunities for the district to collaborate with community stakeholders to improve the educational experience for students
Hold two Town Hall meetings to engage families, community members, and others to learn about their priorities for the District
Send out a listening and learning survey and/or thought exchange

Goal of Phase 1: Engage and connect with all Florida School District stakeholders for a smooth and purposeful leadership transition.

Phase 2: Analyze Identify Align (Days 31-60)

Analyze District Data

During this period, I will take a deeper dive into the district’s data to understand the current state of student achievement and ﬁnancials. I will review the results of recent assessments, attendance records, graduation rates, and other data sources. This will help me identify trends and areas for improvement that need to be addressed
Analysis of data, including student achievement data, climate data, and ﬁnancial data
Complete school-speciﬁc student academic achievement and equity analysis, and conduct goal setting with every school leadership team and the district oﬃce to set measurable targets for SY
Review the District budget
Conduct a review of our special education budget and services to develop a plan to provide excellent and inclusive services to our students
Review all of the collective bargaining agreements

Committee Convene – Meet with District Committees

Get to know district committees and their work
Meet with curriculum and instruction, ﬁnance, facilities, and other relevant committees
Listen to their concerns and challenges
Identify areas to provide support
Build relationships with committee members
Gain insights into the district’s operations
Convene advisory groups for students, families, and educators that meet regularly to advise the superintendent on key issues

Review District Policies and Procedures

Conduct a thorough review of district policies and procedures Work closely with district leadership team
Identify areas needing updating or improvement
Develop plan for implementation of necessary changes
Ensure district operates eﬃciently and eﬀectively
Ensure policies and procedures align with district goals and vision

Goal of Phase 2: Empower To enhance district operations and academic growth, I will analyze data, review policies, and convene advisory groups with school leadership teams and committees to set measurable targets, identify areas for improvement, and ensure that district policies align with our goals and vision.

Phase 3: Prioritize Strategize Innovate (Days 61-90)

Plan the development of a district-wide strategic plan

Gather input from district stakeholders
Create a plan that aligns with district goals and objectives

Develop a plan for community engagement and communication

Identify ways to improve communication with parents and community members
- Develop a plan to keep stakeholders informed about district initiatives and achievements

Enhance the district’s professional development plan for teachers that prioritizes student learning and student well-being

Identify professional development needs for district staﬀ
Work with district leadership team to create a plan for professional development
Provide opportunities for staﬀ to enhance their skills and knowledge
Implement instructional rounds in collaboration with administration and determine our areas of focus for instruction and to foster a learning community
Establish a curriculum workgroup that will develop recommendations to create deep, rigorous learning for all students across the District.
Visit every school to observe classes and student learning with the leadership team.
Spend time engaging with students in hands-on learning

Goal of Phase 3: Excel Develop and implement a district-wide strategic plan prioritizing student learning and well-being, improve communication with stakeholders through a comprehensive engagement and communication plan, and foster a learning community by implementing instructional rounds, a professional development plan for teachers, and curriculum workgroup recommendations.

Phase 4: Measure Assess Communicate (Days 90-100)

Optimize progress through trust and collaboration

Evaluate progress: Assess the progress made during the ﬁrst 100 days and identify areas of focus moving forward
Solicit feedback: Gather feedback from various stakeholders to gauge perceptions of progress and leadership
Reﬁne strategic plan: Adjust the district’s strategic plan based on progress evaluation and stakeholder feedback
Build relationships: Continue building relationships with stakeholders to establish trust and support for initiatives
Monitor ﬁnances: Monitor the district’s ﬁnances to identify areas for improvement and ensure budget compliance
Communicate regularly: Maintain regular communication with stakeholders to build transparency and engagement

Goal of Phase 4: Evaluate progress, gather stakeholder feedback, reﬁne the strategic plan, build relationships, monitor ﬁnances, and maintain regular communication with stakeholders to promote transparency and engagement. This will enable me to lead the district towards achieving its academic, ﬁnancial, and community-building goals.