LINDEN PUBLIC SCHOOLS, NJ (Aug. 13) — The clothes and music looked back. The work pushed forward.

About 50 Linden Public Schools administrators brought tracksuits, bright colors and ’90s energy to School No. 4 during the district’s four-day Administrative Retreat, held Aug. 10-13.

Behind the throwback fun was an urgent charge from Superintendent Dr.

: Return to proven practices, confront persistent challenges and turn district priorities into measurable gains for students.

The retreat’s theme captured that balance: “Back to the Basics with a Future-Focused Vision.”

Dr. Perkins, Assistant Superintendent Annabell Louis and Human Resources Director Dr. Kayla Lott led nearly 29 hours of programming on achievement, attendance, safety, school culture, community engagement and leadership. Perkins returned to the district’s Strategic Roadmap each day, making it the thread connecting the week’s work.

From roadmap to results:

Daily group sessions titled “Back to the Basics: Bringing the Strategic Roadmap to Life” challenged administrators to examine the district’s five strategic priorities through the lenses of implementation, leadership and ownership.

How do the priorities reflect Linden’s vision, mission, ROAR values, core beliefs and goals? What does meaningful implementation look like? Who owns the work?

Recorders at each table captured areas of agreement, recommendations, questions and points needing clarification. The exercise moved the roadmap off the page and into daily decision-making.

Dr. Perkins also emphasized four goals for 2026-27: student achievement, safety and security, climate and culture, and community engagement. Every school and department shares responsibility for advancing them.

Achievement, she stressed, extends beyond test scores. It includes student growth, consistent attendance, graduation readiness and preparation for life after high school. Leaders were challenged to use benchmark results and daily data to identify concerns early and act with purpose.

Every decision matters:

Mrs. Louis urged administrators to connect the strategic plan to hiring, scheduling, curriculum, discipline, classroom observations, family communication and faculty meetings.

“Our vision is the destination. The mission is how we travel, and we, the leadership team, is who is driving,” she said.

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

“Every decision we make needs to be connected to our strategic plan and our district goals,” Mrs. Louis said.

‘What Would You Do?’

That expectation came to life during a daily tabletop exercise led by Dr. Lott and Mrs. Louis.

“What Would You Do?” presented teams with real-world school scenarios. Some were jaw-dropping. Others seemed almost too unusual to be true. A few drew laughter — but each raised serious questions about judgment, policy and leadership.

Teams compared responses and considered how similar situations should be handled across schools and departments. The goal: strengthen awareness, establish shared norms and create greater consistency districtwide.

Dr. Lott reinforced that message during her human resources session. She reminded administrators that every student is “somebody’s baby” and offered three guideposts for difficult situations: Communicate early. Document carefully. Be consistent.

Leadership from every angle:

The retreat connected student success to the systems that support it.

District Business Administrator John Serapiglia addressed construction, instructional space, facilities improvements, transportation, purchasing and approval procedures. He encouraged leaders to challenge longstanding practices, find efficiencies and plan before problems become emergencies.

Sandra Jacques of the New Jersey Principals and Supervisors Association led a school law session. Connie Palmer of Therapeutic Learning Connections explored culturally responsive administration. Other sessions covered security, Edmentum, building-based leadership and Genesis data.

Activities also built trust and connection. “What You Don’t See” encouraged vulnerability. “What’s Your Why?” invited reflection. A scavenger hunt promoted teamwork, while “Name That Tune” brought ’90s music and friendly competition into the room.

A mission — and a message:

On the final day, administrators traded their throwback looks for signature “Mission Possible” T-shirts.

The shirts made a declaration: The district’s goals may be demanding, but they are not impossible. With shared direction, consistent leadership and collective ownership, the mission is possible.

That spirit carried into several rounds of a “Speed Learning Exchange,” with administrators leading fast-paced sessions for their colleagues. Leaders became both teachers and learners, sharing effective practices and gathering ideas to bring back to their teams.

The retreat concluded with Genesis data metrics and a hands-on data activity.

Administrators left with concrete commitments: Review data more frequently. Help families establish Genesis accounts. Align school goals with district priorities. Make teacher feedback more purposeful.

Four days. One roadmap. A shared mission — and a clear message: Mission possible