Strategic Plan End of Year Update - Cumberland Elementary School

Presented to the Board of Education, May 2025

At the May Board of Education meeting, administration provided an update regarding progress to date as it related to the five goals of the newly adopted strategic plan. Below is a summary of the year-end update.

Three students holding hands wearing backpacks and walking with buses in the background.

A young person in a blue jersey is running on a grassy field, with a person in the background.

Two students, a boy and a girl, are working together at a desk in a classroom setting, surrounded by shelves and other classroom materials.

A group of young people, likely students, gathered around a tablet device and interacting with each other in an outdoor setting with a brick building in the background.

Goal 1

This school year, we’ve been focused on three key areas in our pursuit of Goal 1: Student growth and achievement.

These areas are: preparing for the implementation of full-day kindergarten, enhancing opportunities in middle school Encore classes, and advancing research-based literacy practices.

We’ve made significant progress in planning for full-day kindergarten, ensuring our teachers are receiving training in developmentally appropriate practices in order to give our youngest learners a solid foundation for continued success.

We’ve also formed a committee of teachers to begin to explore scheduling options, instructional materials, and classroom set up and furniture to create the best learning environments for our youngest learners.

In middle school, we’re focused on increasing student choice and engagement in Encore classes. As we shared previously, 6th grade students already choose between Spanish and WIN (What I Need) and Music and Drama for their 7th grade encore courses. Our team has already surveyed Encore teachers and will be seeking input from 6th grade students about the courses they would like to see offered. Based on this feedback, teachers will develop course options for 8th graders starting in the 2026-2027 school year. This shift will give our students more agency over their learning, encouraging them to explore their interests and talents.

And in literacy, we’re focused on learning from and responding to current research. For one, our administrators, coaches, and reading specialists have been engaging in an extensive professional development program, called LETRS, to increase their understanding of the science behind reading development. We’ve also formed a Literacy Leadership Committee to ensure teacher voice is central to this process, guiding our efforts to align practices with the latest evidence and support all students’ literacy growth. Our next step is to bring this new learning to all teachers, helping them implement these strategies in their classrooms to further enhance student success.

A large group of children and young people sitting on the floor of a gymnasium, surrounded by colorful lights and decorations, creating a lively and energetic atmosphere.

A group of people wearing green shirts are gathered in a colorful, festive-looking room with decorations and banners on the walls.

A group of people, including a woman in a red shirt, are walking on a paved path surrounded by a grassy area and trees in the background.

Goal 2

in district 62, our commitment to student success goes beyond academics. Goal 2 focuses on fostering a safe, inclusive, and engaging learning environment - one where every student thrives academically, socially and emotionally.

Recently, the Multilingual and Student Services departments received key findings from their program reviews, reinforcing the importance of inclusive practices for all students. In alignment with these insights, the Goal 2 action team has prioritized Strategy 4: strengthening our Multi-Tiered System of Support (MTSS).

To enhance clarity and effectiveness, the district is refining its MTSS guidelines—ensuring well-defined tiers, clear criteria, and actionable guidance for schools. At the school level, teams are reinforcing Tier 1 social-emotional learning (SEL) structures and refining behavior matrices to establish consistent, positive expectations for all students.

This year, we utilized a new social emotional screening tool called SAEBRS, providing valuable data to better understand and address students’ social-emotional needs. Looking ahead, the District Positive Behavior Interventions and Supports (PBIS) committee is actively refining Tier 2 SEL plans, setting the stage for enhanced implementation in the upcoming school year.

Beyond the classroom, extracurricular opportunities play a vital role in supporting students’ social-emotional growth and fostering a strong sense of belonging within the school community. This year marks an exciting milestone as District 62 launches its first-ever Special Olympics team—an initiative that exemplifies our commitment to inclusion and providing meaningful opportunities for all students to connect, grow, and celebrate their achievements together.

By prioritizing inclusive practices, strengthening supports, and using data-driven decisions, we are building a district where every student feels safe, supported, and empowered to succeed.

Multiple students are in a room, and a man is holding up an object covered in blue paint.

The image shows three young women playing violins in what appears to be a classroom or music studio setting, with various educational materials and posters visible in the background.

The image shows a smiling woman in a yellow sweater engaged in conversation with a young man at a table in what appears to be an office or study setting.

Goal 3

in district 62, people are our strength.

The Goal 3 Action Team met throughout the year, working on laying a foundation for our goal that prioritizes staff satisfaction and a positive culture that fosters growth for every employee.

The work of Goal 3 has centered on listening and growth as we plan for the future. This includes launching regular feedback mechanisms, including stay interviews and district-wide check-ins, to directly gauge and respond to staff needs.

This fall, a new Superintendent Council was formed. Made up of 14 new staff members from all buildings in the district, the Council meets quarterly with Superintendent Amadei. The purpose of the Superintendent Council is to promote transparency within the district, foster relationships with staff, and establish trust.

We also proudly celebrated the remarkable achievements of staff members recognized by the Illinois State Board of Education for their outstanding contributions in May.

We gathered our entire district staff together several times this year for connection and learning. Our district-wide keynote addresses provided inspiring perspectives on culture and belonging.

Looking ahead, we're strategically planning for our workforce, addressing staffing needs for Full Day Kindergarten and actively recruiting talent to ensure our team reflects the vibrant community we serve.

A young woman with long, dark hair stands in a hallway decorated with colorful heart-shaped cutouts on the walls.

A group of children playing on a colorful playground equipment surrounded by lush greenery and trees in the background.

A young woman in traditional attire stands in front of a display board showcasing various cultural elements and information.

Goal 4

in late march, work began on the installation of accessible playgrounds at cumberland and forest elementary schools.

A portion of these playgrounds is being funded through a grant donation by Rivers Casino, to which we extend our sincere thanks on behalf of the District 62 community. We are excited about these playgrounds that we hope will also be a welcome addition for our Des Plaines and Rosemont communities.

Since this fall, District 62 began to focus on the development of new logos for each of our 12 schools in order to have a more unified and consistent look district-wide. These logos were created and chosen through a collaborative process that involved students, staff and community input. We are excited to introduce these logos to our communities.

As we continue to review and refine our website that was launched in the summer of 2023, we have begun to explore the implementation of Chat AI as a tool on our website that will further assist our families to access the information and resources they need for their child(ren).

Additionally, our schools will continue to engage families with their individual events such as Multicultural Nights and Career Events.

Looking ahead into next year, we are preparing to host a National Night Out event in August in partnership with the City of Des Plaines and Des Plaines Police Department. This will be a collaborative community event that will further highlight the extensive partnerships that exist between District 62 and our community.

A group of young boys playing drums in a classroom setting, with various educational materials and storage containers visible in the background.

A young woman with dark hair is sitting at a desk, focused on the task at hand, with various office supplies and a blue shopping bag visible in the foreground.

A classroom setting with a teacher standing in front of a whiteboard, holding a tablet, and addressing a group of students seated in the foreground.

Goal 5

This year has been a productive one for goal 5, which strives to improve the district's use of resources.

Full-day kindergarten has been a primary focal point for our group, and the district. Progress has been made with our new architect and construction management firm, STR Partners and Pepper Construction. The design process is concluding and project bidding will occur over the next few months.

The district’s purchase of nearly two acres adjacent to North School has made planning at that school much easier and it will afford the district much more flexibility in the decades to come. Goal 5 has remained committed to the necessary middle school program enhancements in the next few years.

The enhancement of security infrastructure has also been a priority for Goal 5. The district conducted a safety audit with Allegion to review district practices and equipment, and to provide recommendations on further improvements to be made. Going forward, managing fiscal uncertainty at the federal and state level will be paramount.

This year, there has been an increase in staff usage of Artificial Intelligence. Last year, there was some apprehension about using AI; now, there is excitement about its benefits and a desire to learn more. This year, training has been provided, and more is on the way. Also, an AI Task Force is currently developing Student Guidelines and a scope and sequence of AI literacy skills.