‘𝘽𝙖𝙘𝙠 𝙩𝙤 𝙩𝙝𝙚 ’90𝙨’ 𝙨𝙥𝙞𝙧𝙞𝙩 𝙗𝙧𝙞𝙣𝙜𝙨 𝙘𝙤𝙡𝙤𝙧 𝙖𝙣𝙙 𝙚𝙣𝙚𝙧𝙜𝙮 𝙩𝙤 𝙛𝙤𝙪𝙧 𝙙𝙖𝙮𝙨 𝙤𝙛 𝙨𝙚𝙧𝙞𝙤𝙪𝙨 𝙬𝙤𝙧𝙠 𝙤𝙣 𝙖𝙘𝙝𝙞𝙚𝙫𝙚𝙢𝙚𝙣𝙩, 𝙖𝙩𝙩𝙚𝙣𝙙𝙖𝙣𝙘𝙚 𝙖𝙣𝙙𝙡𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥

LINDEN PUBLIC SCHOOLS, NJ — Three days into Linden Public Schools’ annual Administrative Retreat, the colorful ’90s clothing tells only part of the story.

About 50 administrators have filled School No. 4 with tracksuits, bright colors and other throwback looks. But behind the playful “Back to the ’90s” motif is a forward-looking charge: Return to the practices that work, confront the challenges that persist and turn district priorities into measurable gains for students.

 That connection is captured in the retreat’s theme, “Back to the Basics with a Future-Focused Vision.”

 Superintendent Dr. Atiya Y Perkins, Assistant Superintendent Annabell Louis and Dr. Kayla Lott, director of human resources, have been leading the four-day retreat at School No. 4, which began Aug. 10 and concludes Aug. 13.

 Four goals, one districtwide focus

Perkins brought urgency to the work, emphasizing that student outcomes must improve and that every school and department shares responsibility.

 Achievement, she said, extends beyond test scores. It includes student growth, consistent attendance, graduation readiness and the district’s ability to prepare learners for success after high school.

 Dr. Perkins outlined four goals for 2026-27: student achievement, safety and security, climate and culture, and community engagement. Schools and departments must align their work with those priorities and clearly communicate the district’s strategic roadmap, values, mission and vision.

 Data-driven instruction will be central to that effort. Leaders were challenged to examine not only benchmark results but also the daily information that can reveal concerns early and guide action.

 Bringing the plan to life

Assistant Superintendent Louis challenged administrators to make the strategic plan visible in every decision. “Our vision is the destination. The mission is how we travel, and we, the leadership team, is who is driving,” Louis said.

 She identified community, innovation, diverse voices, meaningful engagement and reflection as key elements of the district’s vision. Its mission calls on educators to empower learners, foster collaboration and develop students prepared for an evolving world.

 At Linden High School, that preparation is represented by the “three E’s”: employment, enrollment in continued education or enlistment in the military.

Louis asked administrators to connect the plan to hiring, scheduling, curriculum, discipline, classroom observations, family communication and faculty meetings. “Every decision we make needs to be connected to our strategic plan and our district goals,” she said.

 Compassion and accountability

During a human resources session, Dr. Lott brought the leadership message to a personal level. She reminded administrators that every student is “somebody’s baby” and that educators can shape the lives of children and families.

 Dr. Lott acknowledged that administration can feel isolating, particularly when leaders must navigate difficult conversations and balance the needs of students and employees. She urged them to seek guidance early and rely on human resources and fellow administrators.

Her practical message was direct: Communicate early. Document carefully. Be consistent.

 Dr. Lott emphasized that accurate documentation and uniform application of district policies protect employees, students and the school system.

Planning resources with purpose

District Business Administrator John Serapiglia connected the district’s academic goals to the financial and operational decisions that support them.

 He urged administrators to challenge longstanding practices, find efficiencies and plan before problems become emergencies. His presentation addressed summer construction, instructional space, HVAC and electrical improvements, transportation, purchasing and approval procedures.

 Serapiglia emphasized that resources must be used strategically, projects must be planned proactively, and administrative processes must be followed. Those practices help control costs, reduce delays and direct support where students and schools need it most.