Assistant Superintendent at Cincinnati Public Schools.
Work Email
b*****@cpsboe.k12.oh.us
Direct Phone
+1 (***) ***-****
LinkedIn URL
linkedin.com/in/••••••••
Employing Organization
Team
Decision makers at Cincinnati Public Schools
Administrative Assistant to the Board
Assistant Athletic Director
Assistant General Counsel
Assistant Principal – Woodward
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Board meetings, strategic plans, and buyer signals from Ceair J. Baggett’s organization
The board meeting included announcements regarding back-to-school events, new teacher induction, staff retirements, and professional development programs for principals. The public hearing segment featured discussions on the need for increased spending transparency, concerns about anonymous political surveys targeting the district, and feedback regarding the reassignment of ELL social workers to specific school buildings.
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The committee reviewed the district's financial position, including cash and investment summaries and the oversight of external investment management. Key topics addressed included the status of general fund balances at the end of the fiscal year, the impact of property tax reform legislation on revenue cycles, and procedural changes regarding tax advances from the county auditor. Additionally, the discussion covered the mechanics of state-provided homeowner credits and how those adjustments influence district revenue forecasting.
The Board discussed and voted on two tax levy resolutions. First, a resolution to proceed with an additional 8.0 mill property tax levy was considered and failed. Second, a resolution to propose an additional 0.75% school district income tax to the electors was approved. The Board also received an update regarding concerns related to the Fairview-Clifton German Language School.
This strategic plan for Cincinnati Public Schools outlines the district's direction from 2026 to 2030, focusing on what it aims to deliver for every graduate. The plan is structured around four core priorities: ensuring equitable access to high-quality instruction, providing comprehensive post-secondary opportunities, offering robust whole-child supports, and developing effective district systems for equitable student outcomes. Its overarching goal is to fulfill the 'CPS Promise' by 2030, ensuring that every student's experience and outcomes are not dependent on the school they attend.
Extracted from official board minutes, strategic plans, and video transcripts.
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