Office of the Superintendent

March 30, 2020

Dear Families,

In response to Governor Mike DeWine’s extension of the school closure, Cincinnati Public Schools’ buildings will remain closed through at least May 1, 2020.

However, teaching and learning will continue. We have been working for weeks to ensure that students can continue their studies remotely. We also are prepared to serve students who do not have access to technology or internet at home.

Our meal distribution program will continue, as well as the services we offer to students with special learning needs. A limited number of our School-Based Health Centers will remain open, and you can find a list of those locations on our website at cps-k12.org.

To keep students engaged in learning, we will launch our Remote Learning Plan for all students, grades preschool to 12. Included will be digital lessons, hard-copy Enrichment Learning Packets, resources for parents, tips for structuring the school day, and more. We also are exploring opportunities to broadcast academic lessons through cable partners to ensure that content gets to as many students as possible. We will be releasing more information about our Remote Learning Plan later this week.

As we navigate these challenging times, I remain hopeful. Our school family – including teachers, staff and community volunteers – has truly stepped up for our city’s young people. So far, we have given out more than 50,000 meals and countless hygiene kits. Our teachers are instructing from their homes and are reaching out to students without online access. It is clear that our passion for empowering the next generation of world leaders has only grown stronger.

I also am grateful to you, our parents and guardians. I know this hasn’t been easy. But I am hopeful today because I know that we can get through this together.

The challenge of educating more than 37,000 students without classrooms is momentous. But, I am confident that learning in Cincinnati Public Schools will continue. We are #CPSUnited, and we will come through this stronger than ever before.

Please continue to visit our website at cps-k12.org for important updates. We will have much more information to share in the weeks to come.


Laura Mitchell, Superintendent

Education Center · P.O. Box 5381 · Cincinnati, OH 45201-5381 · 513-363-0050 · Fax: 513-363-0060 · cps-k12.org

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CPS in Relentless Pursuit of Five Strategic Plan Goals

February 27, 2020

A quarterly snapshot of progress within Cincinnati Public Schools’ new Strategic Plan shows 55 percent of goal measures are on track for the 2019-20 school year.

That means 45 percent of measures are off target or significantly off target for the second quarter of year 1 of the three-year plan, according to a quarterly scorecard presented to the Board of Education in February 2020.

"We would all like to be more on track, but we are glad we know early enough in the school year so we can take action to get on track," said Sarah Trimble-Oliver, CPS' Chief Strategy Officer. "If all measures were on track, we’d know they were too easy. We want to stretch."

Launched in August 2019, Cincinnati Public Schools’ Strategic Plan — A Roadmap to Destination Cincinnati Public Schools is a guide to ensure that CPS is a District of Destination — for students, families, staff and partners. It drives the district’s goals, strategies, and measures for equity, engagement and excellence.

Action plans are in development to move the off-track measures forward, Trimble-Oliver said.

Measures that show up as significantly off-target now often do have work in progress attached to them. For example, a goal to establish measurable performance expectations with partners has work under way, including ongoing training centered on linking lead social-service agencies to schools without them.

"There is some lag work in this that’s just not 100 percent in place," said Shauna Murphy, an assistant superintendent. "I have great hope that, by the end of the school year, we would move this measure to green."

The quarterly scorecard is a way "of holding ourselves accountable," for annual progress toward the three-year goals, Trimble-Oliver said.

"The overall message is that too many organizations create strategic plans and never implement them. That's not us," she said. "We don't want our strategic plan to be sitting on a shelf. We want to be on track now so we can be fully on track in three years."

The Strategic Plan's goals are grouped under five priorities: Student-Centered Decision Making, Health and Safety, Community Engagement and Influence, Optimized Capabilities, and Growth.


Here are the 12 measures scoring Green for 2019-20's second quarter, for performances within the targeted range:

Student-Centered Decision Making

  • Career Credentials Earned — Increase percent of students earning 12 or more credentialing points in the same pathway by 20 percent  
  • Career Credentials Points Earned — Increase amount of credentialing points earned by 10 percent over previous year
  • Acceptance into a 3E Pathway — 90 percent of graduating students declare a 3E Pathway (Enrolled, Enlisted, Employed)    
  • Preschool — Increase number of instructional days for preschool students by six days by 2021 

Health and Safety

  • Decrease the number of critical safety events
  • Increase number of Alternative Learning Center sites from 26 to 36
  • Increase number of social and emotional learning (SEL) quality improvement (QI) projects from 3 schools to 8 schools

Community Engagement and Influence

  • Create 8 additional parent groups, increasing from 24 to 32

Optimized Capabilities 

  • Fifty percent of schools running a Quality Improvement (QI) project; 75 percent of departments running QI projects
  • Create and publish documented procedures that are centrally available for every department, and ensure that every new or amended Board policy has an associated procedure


  • Increase student enrollment by 398 students to 65.5 percent market share
  • Increase the number of school buildings from 59 to 62


Here the 11 measures scoring Yellow for 2019-20's second quarter, for performances that are off target.

Student-Centered Decision Making

  • Third, Sixth and Ninth-grade Progress — Increase scores by 10 percent on the Kindergarten Readiness Assessment (KRA), American Institute of Research (AIR) tests, and End-of-Course exams
  • Advanced Placement — Increase the percent of African-American students taking AP courses to 50 percent and multiracial students to 70 percent
  • ACT — Increase composite score by .5 points
  • Graduation Rate — Increase four-year graduation rate by 5 percent to 79 percent
  • Eliminate district and school-level policies, programs, operations and practices that are not integrated with the principles of equity and inclusion
  • Decrease racial disparities in discipline rates, economic, advantages, Students with Disabilities identification, Advanced Placement, gifted and enrichment services, athletics, arts, and extracurricular activities
  • Reduce learning gap in English-Language Arts — 4-point decrease for English Learners; 6-point decrease for Students with Disabilities
  • Reduce learning gap in math — 4.1-point decrease for English Learners; 5-point decrease for Students with Disabilities 

Health and Safety

  • Increase submissions of parental and guardian consent forms to provide needed services

Community Engagement and Influence

  • Align schools with impactful partners by increasing the number of school Resource Coordinators from 44 in 2019 to 65 in 2022


  • Increase preschool enrollment by 177 students


Here is the 1 measure scoring Red for 2019-20's second quarter, for performances that are significantly off track.

Community Engagement and Influence

  • Establish measurable performance expectations for CPS staff, lead agencies and Resource Coordinators that inspire collective action, instill collaboration in and among our neighborhoods, and institute accountability for engagement


Here are the 3 measures scoring Blue for 2019-20's second quarter, for milestones that are on track but currently without data available.

Health and Safety

  • Increase the number of social workers by 9 from 26 to 35

Community Engagement and Influence

  • Establish baseline metrics for average resolution time, most-used workflow and overall support volume for the Customer Care Center

Optimized Capabilities 

  • Increase engagement with Central Office employees by 7 percent


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Office of Communications and Engagement

Email: media@cps-k12.org
Phone: (513) 363-0020

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