The search process, facilitated by the consulting firm School Leadership LLC, involved a wide-ranging engagement strategy, drawing input from parents, community members, staff, administrators, and students. This initiative included 18 in-person forums and six virtual sessions, with 235 individuals participating and a survey yielding 512 responses. The consultants, Reena Beer and Dr. Marty Brooks, presented these findings, which underscored the community’s priorities for the new superintendent’s experience and skills.

Key among the community’s preferences was a leader with a proven track record of enhancing high-performing school districts, coupled with significant classroom and building leadership experience. Interestingly, previous experience as a superintendent was not deemed as critical.

The community also prioritized curriculum and instructional knowledge, collaborative leadership, budgeting, finance, strategic planning, and community engagement. There was a marked emphasis on the need for a leader responsive to a diverse student population, highlighting a commitment to inclusivity.

The consultants synthesized the feedback into six key specifications for the superintendent role. These included a focus on curriculum enhancement, commitment to diverse learner needs, promotion of the district’s mission, and the ability to build strong community relationships. Clear communication and financial expertise were also prioritized, alongside the need for a courageous and ethical leader eager to join and elevate the Princeton community.

The meeting detailed the board’s plans for a rolling search process, allowing candidates to apply at any time and enabling immediate interviews for those who met the criteria. The recruitment strategy is set to be expansive, involving national outreach through educational networks, publications like Education Week, and direct communications with superintendents and educational leaders nationwide.

A point of discussion was the confidentiality of the search process. While some community members expressed a desire to meet potential candidates, the board emphasized the importance of maintaining confidentiality to attract top candidates who might be dissuaded if their current employers discovered their interest in the role.

This process was praised for ensuring that the specifications for the new superintendent reflect the community’s aspirations and expectations.

Towards the end of the meeting, the board voted on two critical items: amending the superintendent job description and accepting the specification development report. The motion was supported by several board members.