For school leaders to demonstrate trust in instruction and assessment areas, it requires being up-to-date on the latest research-based best practices and guiding schools through the current reformation, which is taking place throughout the educational world. One significant example of this is the shift to instructional and assessment practices, which utilize Standards-Based Reporting (SBR). SBR is quickly becoming universal in schools today. Many teachers and administrators struggle with this shift, even when the many benefits of SBR are well known. Trusted school leaders develop systems that guide and support teachers through the transition process from a traditional grading system to a more authentic and meaningful SBR system. Academic leaders and teachers need a clear process to move from the traditional instruction style and grading to one that creates meaningful learning support. This takes time, unity, vision, clarity, intentionality, and buy-in from all stakeholders.
When implemented well, SBR provides meaningful, detailed, and helpful feedback for students, which results in increased levels of learning and student achievement. Grading tied directly to very specific criteria and clearly understood by the student results in more meaningful feedback.
When students receive clear feedback, rather than a subjective letter-grade, it provides them with concrete steps to improve their understanding and academic performance. Effective feedback gives students an actionable path to visualize their success. This is key to improving student motivation, essential to students owning and pursuing their academic engagement.
Research has shown that SBR practices result in dramatically higher student achievement than students in schools still practicing traditional instructional and assessment methods. What keeps schools from quickly embracing SBR? The answer may be that grading practices are part of the DNA of schools, communities, and even societies. Moving to a more meaningful and student-centered assessment requires school stakeholders to reframe their existing beliefs and paradigm regarding grades. Administrators, teachers, students, and parents must realize that grades are far more meaningful when viewed as a tool for COMMUNICATION than a means of COMPENSATION.
For generations, the work of grading has been seen as teachers compensating students for their work. Grades were viewed as a form of reward. This approach does not help increase student achievement levels. SBR holds to a different paradigm in which grading is a means of communicating to the student where they are related to a certain learning standard and a pathway toward further improvement.
Trusted leaders understand it will take time for schools to transition from a traditional grading model to an authentic and meaningful SBR model (i.e., literally years). They provide a very workable and doable process to accomplish that transition beginning with prioritizing learning outcomes. This work begins first by reflecting on the school’s mission, vision, and values. No two schools are alike, nor are their educational programs, even if aligned to similar standards. Trusted leaders prioritize which standards are of greatest value in meeting their school’s educational program’s unique mission and vision. They ensure that proficiency scales are in place to assess when those standards are met. Both of these steps are foundational to a successful SBR program.
Trusted leaders provide a clear process to assist teams of teachers in prioritizing the desired learning outcomes and the scales to demonstrate proficiency of those standards. When teachers reference common proficiency scales, there is greater consistency between classrooms and greater collaboration. For administrators, a higher level of consistency and collaboration also helps when resourcing the school and streamlines planning and budgeting. When teachers work together, the management of school resources becomes far more efficient.
Common assessments are another part of SBR that provides an opportunity for teachers to work in collaboration. After the standards are prioritized and proficiency scales for each standard have been crafted, teachers can effectively create assessments that authentically measure where students have a specific desired learning outcome. This task, however, may require the support of an assessment specialist and additional PD for teachers to create quality assessments that triangulate the data. A recognized best practice for making summative judgments on a learning standard is that of utilizing at least three types of assessment to establish a final grade – thus “triangulation of data.”
Competent instructional and assessment leaders guide their teachers in utilizing multiple forms of assessment for each learning standard. Those forms may include obtrusive assessments (e.g., quizzes, tests, exams, etc.); unobtrusive assessments (e.g., observations, classroom discussions, etc.); and student-generated assessments (e.g., reflections, rubric reviews, etc.). All three assessments should be utilized when determining what a student knows and what they can do with any given standard, thus providing better assessment data levels through triangulation.
Valid quality assessments are not easily designed. Teachers must ensure assessments are appropriate for the learners’ maturity level, are free from any bias, and can be understood at the Lexile level of the students being assessed. Trusted instructional leaders know in backward design lesson planning that the learning assessment is the critical starting point for all classroom activities. They cannot expect teachers to create meaningful and effective lesson plans without first knowing how the learning will be assessed.
One of the fundamental elements of SBR, and the value of Feedback for Learning as an instructional practice, is ensuring students having the opportunity to redo assignments. When students retake assessments, they can better demonstrate their growth in relationship to the standards being assessed. This is a major difference from traditional grading, where students are provided a singular opportunity to demonstrate mastery and then are moved on to the next unit of study. Achievement levels increase when students can redo assignments or retake tests after individualized and meaningful feedback. When students have multiple opportunities to improve their work and demonstrate mastery of a standard, teachers gain confidence in their students’ knowledge and produce.
As teachers determine learning activities and assignments to guide students toward mastery of any given learning standard, identifying or creating said activities and assignments become far more doable with clear proficiency scales. Thus, the need for proficiency scales to be in place. Purposeful learning activities and assignments must be scored directly in the light of the standard assessed proficiency scale through those activities or assignments and only to the learning standard. No other elements should be a part of the academic grade.
Many schools have permitted nonacademic and non-standards-based elements in teacher’s grading practices. However, this is antithetical to authentic SBR. There must be a clear separation of academic and nonacademic grades, especially removing the assessment of behaviors. If school leaders truly wish for report cards to reflect student achievement, they must relegate reporting behavioral issues to another medium or form. Of course, this also means report cards must be redesigned as schools transition to SBR, so these serve as clear communication tools regarding where the students are to the learning standards and identifying specific areas within those standards requiring additional work.
Schools’ significant challenge in establishing a fair and equitable grading policy is grading students identified as exceptional. This includes:
(1) students with disabilities or diagnosed learning challenges,
(2) students in a learning environment predominantly conducted in a language other than their native language, and
(3) those students who are either slow learners or gifted learners.
Often, for students falling into these categories, grading accuracy is questioned by parents and students and the teachers themselves. To avoid these challenges, the means to establish prioritized standards reflected by proficiency scales, which remove all doubt as to the student’s level of competency. It can be argued that schools discard the traditional 100% or letter grading scale altogether and embrace a 4.0 grading scale. Within that scale, the 3.0 indicator represents proficiency of the standard. This provides ample room for gifted students to demonstrate their abilities. This scale very easily translates into the Grade Point Average (GPA) at the high school level, which nearly all North American colleges and universities require. Within a 4.0 grading scale, adaptations can be made to reflect individual exceptional students’ educational needs.
School leaders who are competent in fostering clear communication, team mobilization, and a commitment to strategies best-supporting student learning and achievement, can successfully lead a school through the transition from traditional grading to authentic and meaningful SBR. As a school administrator who took his campus through this process, I can attest to our leadership team’s great value in providing our faculty with a clear, detailed, and segmented outline for the transition. With the support of a unified leadership team, the 4-year-long process was accomplished; and that was the secret of our success. All of our academic leaders shared the same commitment to SBR. When stakeholders doubted the benefits of SBR, our unity of purpose sustained us. Yet, as our stakeholders saw that all leadership members had done their homework and were all able ambassadors of the needed changes, those with doubts more quickly embraced and participated in the change. The pace of the transition is unique to every school setting, but my advice to other school leaders is NOT to embark on moving their schools to SBR unless they first possess the unified support of their entire leadership team.
School leaders must cultivate collaborative cultures and productive structures necessary to move the initiative forward to be successful. “Teachers need time to process with one another, try new ideas, receive feedback from peers, and – over time – change existing philosophies. A culture of support, trust, and modeling are important.”*
That modeling begins with the trusted leader who demonstrates his or her expertise and knowledge of curriculum, instruction, and assessment practices.
©Toby A. Travis, Ed.D. All Rights Reserved
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- [*] Tammy Heflebower and Jan K. Hoegh, A School Leader’s Guide to Standards-Based Grading (Bloomington, IN: Marzano Research, 2014).
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