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Cincinnati Public Schools hires Bellwether and Rice to lead strategic‑planning effort; board presses for clearer financial plan
Summary
The district introduced a three‑phase strategic planning process with consultants Bellwether and Leslie Rice. Board members welcomed engagement goals but repeatedly requested clearer financial scenarios, a presentation of roles and a timeline tied to budget and superintendent evaluation goals.
Cincinnati Public Schools Superintendent Murphy introduced consultants Bellwether and Leslie Rice at the March 2 meeting to launch a district strategic plan aimed at producing a coordinated, actionable plan across academics, finance and implementation. The consultants proposed a three‑phase approach: (1) understand the CPS landscape, (2) develop strategy, and (3) create implementation plans and a final working session.
Leslie Rice, who will lead much of the community engagement, and Bellwether representatives outlined an initial timeline with public kickoff events, working sessions, and steering and advisory committee roles. The superintendent and administration described Rice’s local engagement focus (field outreach, school visits, community listening) and Bellwether’s role in observation, synthesis and plan drafting.
During a lengthy board Q&A, members pressed for a clearer delineation of responsibilities between the two firms and—critically—how the strategic plan would interface with the district’s budget and the treasurer’s financial scenarios. Board members emphasized that the plan must include a robust financial analysis so it does not produce recommendations the district cannot afford. Several directors asked the consultants to return with a more explicit schedule, regular briefings to the board, and examples of how Bellwether and Rice will coordinate steering‑committee work with ongoing budget and levy conversations.
Superintendent Murphy and Treasurer Augustine said the consultants will return with a more detailed plan and that the district will require regular board updates. Board members also asked for clarity on the superintendent’s evaluation (Goal Five) to reflect strategic‑planning milestones.
Ending: The board directed the administration to schedule further briefings and asked the consultants to present a refined timeline and financial scenarios at a follow‑up meeting.
