Tag Archives: accountability

Nurture the talent and unload the untalented

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A most heartbreaking moment for a principal rises when a parent asks “Is Mr. Jones a good teacher?  I want to know because my Susie needs a very good teacher”.  With no place to run or hide, a principal knows Mr. Jones is not among the best teachers in the school.  I’ve been there and I plead guilty to prevarication.  Prevarication is a long and uncommon word to describe how we answer such a question and it hurts to use it.  The angst deepens because we know Susie and she really does need our most talented teachers.  So, the principal prevaricates and speaks to Mr. Smith’s middling strengths with enough enthusiasm that Susie’s mom nods her thanks. 

But we know the truth.  Not all teachers are created equally.  A school faculty has all-star, backbone, and assignment filler teachers.  Schools bask in the excellence of the all-stars, work the heck out of the backbones, and carefully use the roles of the fillers. 

I will not go into depth to describe the attributes of each category of teachers.  Instead, please consider a continuum of high to low on three professional traits:  empathy and care for all children, engagement in the art and science of teaching, and enlightened classroom performance. 

Empathy for all childrenHighSometimeLow
Engaged in the art and science of teachingHighSometimeLow
Enlightened classroom performanceHighSometimeLow

Personalize this by considering all the teachers in your personal history – your elementary, middle level, secondary and even post-high school instructors.  How does your memory distribute your teachers on these three traits?  The fact that you remember some more clearly than others, probably the all-stars and sadly the fillers are most memorable, states the case.  All schools have all-star, backbone, and filler teachers.

Principals and personnel directors have work to do

Let the all-stars produce strong learning outcomes.  Principals and all-star teachers collaborate to cause the most talented instruction to interact with the most students.  Unless there is an ego problem, all-stars don’t need direction.   We exploit their talent for enlightened teaching, instructional leadership, and curricular planning.  Incidentally, it is true that some all-stars shun leadership and curricular opportunities; they just want to teach.  So be it and thank you.  We use their luster to add to the reputation of the school.  The bottom line is we do what it takes to sustain an all-star’s happiness and satisfaction and reap the rewards of their exemplary work.  This is not “babying”; it is respectful recognition and appreciation.  We give all-stars as many opportunities to work with our Susies as we can while understanding that children of all abilities want and should be in an all-star’s classroom. 

Grow backbone teachers, the heart of the faculty, in their instructional and curricular skills.  Principals coordinate with and coach their backbone teachers through meaningful professional development.  Respectful relations are essential with backbone teachers, because they do so many things well and deserve constant reinforcing commendations.  They also have large potential for growth and  Improvement of their teacher talents.  We coordinate their pursuit of masters degrees, national board certification, professional workshops, and leadership of district initiatives.  Coordination is required because, backbone teachers fill so many roles in the school, they face potential burn out.  We weave backbone teachers into the decision making and program development of the school so that the strength of our faculty is invested in the school’s ongoing work. 

Our administrative work is to cause all children to be nurtured as learners and to learn from their lessons by gathering the best faculty of teachers we can.  Given annual changes in the faculty, the availability of highly talented and talented teachers makes a huge difference in student success and satisfaction.

Principals play general manager with the fillers – grow or go.  We are careful with fillers’ instructional assignments.   Lackluster teaching can impede the overall teaching enterprise as well as stunt student progress.  We are thankful that many fillers are first to accept necessary ancillary assignments such as taking tickets at athletic events, selling in a concession stand, and supervising field trips.  They do this to demonstrate their value to the faculty.  Principals, however, look more clinically at their empathy and care for all children, the art and science of their teaching, and their achievement of student learning resulting from their teacher performance.  Fillers have demonstrated deficits in these three key traits.

Fillers do not go unnoticed.  The majority of parent and student complaints about school are associated with filler teachers.  Principals observe what critics say about filler teachers.  Too many worksheets.  Too much sit time.  Incomplete lessons that don’t bring student learning to closure.  Impersonal student relationships.  Lectures or non-directed student projects.  Too much lag time in class periods waiting for the bell to ring. 

School is a dynamic organism, and its faculty changes every year.  Teachers go and teachers come.  Ironically, this is the natural sequence that allows principals to upgrade their faculty by hiring an all-star or backbone when a filler leaves.  Another force in the dynamics happens when principals take purposeful action to cause a filler teacher to become a backbone teacher or to leave the faculty.  Principals construct and diligently supervise tactical plans for a filler’s professional improvement.  As a general manager, end their employment to create the opportunity to employ an all-star or backbone teacher. 

We have urgency in our work

Susie and every child in school deserves a talented teacher all the time.  Principals place Susies with as many all-star and backbone teachers as possible.   However, some grade level and course assignments will be with a filler teacher.  Some refer this to an “unluck of the draw”.  But there should not be luck or unluck in Susie’s teacher assignments.  If she isn’t getting quality instruction, she is falling further behind because of her starting points.

A principal’s work with a filler teacher is “pull up your socks” time for both.  For teachers, pulling up the socks means finding ways to improve their empathy and care for all children, increasing and sharpening their teaching skills, and delivering complete lessons that lead to measurable student learning.  For principals, pulling up the socks means either improving a filler’s work to the backbone level or ending the filler’s employment in the school.  In most schools, this is a two-year work effort because of the time and documentation required to terminate a teacher’s employment.

Truth be told, executing a grow or go plan for a filler teacher takes persistence and often the many other issues of schooling allow the filler teacher to slide into yet another contract year.  After a time, a status quo emerges, and the filler reaches 10+ years on the faculty and a grow or go process becomes harder to enact.

The final truth is this for principals:  moving a filler teacher off the faculty roster makes room for an all-star or a backbone teacher to join the roster.  Terminating employment is a business-like process that seems counter to everything else we do in school, but it is necessary work.  Its effects on instruction and schooling for children can be a revelation.  So, pull up your socks to ensure all the Susies in your school a talented teacher who is empathetic and caring, is a skilled instructor using an array of the arts and sciences of teaching, and who moves Susie’s learning needle in a positive direction.

How Do We Measure a Rounded Education When the School Report Does Not?

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“Ya, buts…” abound in October whenever the WI State Report Cards for school are published.  When the criteria for school success are limited to achievement and sub-group growth in reading and math with weighting for cohort promotion and graduation every educator and parent who believes that schooling is broader and richer than two subjects should groan their “Ya, but”.  The groaning does not change the report card or the perception of which schools outperform others, but it gives voice to different ways to measure our children’s educational experience by looking at a whole education.

The classic retort against the narrow focus on reading and math involves children with passion for the arts.  The Report Card takes no notice of achievements in our schools attained by children in art studios or music halls.  In the No Child Left Behind era, we boonswoggled art and music teachers with how they contributed to a school’s report card achievement by collateral instruction in reading and math practices in their non-ELA and math classes.  Boonswoggle is the appropriate word.

That retort was echoed by teachers of science and social studies, business and technology, second languages and physical education and health.  And, what of Driver Education, the one course in high school that had immediate impact on the well-being of everyone in the school community?  These educators and their teaching does not matter in the School Report Card.  Student achievement in reading and math is all that is measured.

School districts post their mission statements on their websites.  Most speak to the district’s goals in teaching all children to be well-rounded, educated graduates ready to contribute to the community in their adult life.  Something like that.  Our local mission prioritizes the Four As – academics, activities, arts, and athletics.  I have not read a mission statement yet that purports to educate children only in reading and math, yet those are the two academic subjects by which we rate our school effectiveness.

What does matter and what ought to be measured?  What are the values expressed in a local, public education?  We fill our athletic grandstands and gymnasiums with parents and resident fans who put great store and value in the success of their school’s athletes.  Children in athletic programs spend as much, if not more, daily time practicing and playing in season as they do in reading and math instruction in their classrooms, yet their gains in athleticism, self-esteem, team play, and commitment to and achievement goals are not measured and reported.

If we want a description of educational growth, we should measure and report how a child handed a trumpet in 7th grade learns and improves and perfects her play through band class whole group and individual instruction.  Growth from “I can’t make a sound” to “hitting the high notes and harmonizing” is worth our measurement and reporting as an educational outcome.   Or, we should report how a student who frowns in math class is lit up in tech classes when learning the skills of an electrician.  This is the child who will be your “go to repairman” when he graduates.  The educational achievements of these students are school-based, school-caused, and school-ignored.

In the past two decades, educators were tasked with teaching “soft skills” to all children.  These were thought to be essential 20th Century skills.  Collaboration, cooperation, and team work.  Listening and questioning.  Problem-solving.  Soft skills were differentiated from the harder skill sets of academics, like reading and math.  Quite rightly, soft skills assist our children in many of their non-curricular school activities, like DECADES, Destination Imagination, Debate, and Forensics.  The economic driver of our local school community is small business, yet DECA and our Business Education program are invisible in our measure of school achievement.

A high-quality, well-rounded education results from a broad cadre of teachers, coaches, advisors, counselors, administrators, custodians, food service, and drivers interacting with children every school day.  Such an education takes place in schools were children and adults feel safe and cared for by each other and by a community that wants its children to be wholly-educated. 

Teachers and administrators do not get to choose the metrics used in the State Report Card.  Governments that need single indicators for comparative purposes make that decision.  Hence, the comparison of nations by the OECD using reading and math achievements.  The USA ranks in the middle of the pack.  Hence, the comparison of states and school districts within states based upon two academic measures.  The need to rank and differentiate is more essential than the want to understand and illuminate.  If only life were that simple. 

The quality of an educated school graduate ready to be a law abiding, contributing and productive citizen as an adult will not be predetermined by reading and math achievements alone.  Let’s talk about the well-rounded, wholly educated adults we want our children to become.  We are so much more successful than we give ourselves credit for.

Do It Differently, Smarter – Student Rounds

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“I spend the first days and weeks of the school year getting to know my students so that I can meet their needs as learners.”  I have heard this statement each September since the 1970s and I frown.  What hubris!  Unless the child is new to your school, teachers have a wealth of relevant and reliable information about every student’s needs at their fingertips.  There is no need under the sun to waste the first days and weeks “getting know” your students.  Why don’t we do it differently and smarter and do educational rounds just as medical doctors do patient rounds?  And, do these rounds at the end of the preceding school year so that a teacher has all summer to use solid information to plan for each child’s instruction in the fall.

Current Practice

On the last day of school in the spring, the experts who know the most about the students in a teacher’s next fall assignment go home.  Historically, the last days of school are all about ending the current school year.  Records are updated and classrooms are closed.  School is vacated for the summer recess.  The knowledge next year’s teachers need departs for the summer.

Ten weeks later teachers return to school in the last week of August to prepare for a new school year.  The major focus of August work is getting classrooms ready for children and teaching.  As a rule, more professional time is spent reviewing school rules and regulations and putting up bulletin board displays than is spent in discussion of student learning needs.  We are compelled to get ready for the first day of school and most teachers sitting in August PD meetings wish they were in their classrooms doing their physical preparation tasks.

Check this out.  A teacher who cannot pronounce the name of a child in their classroom on the first day does not know that child’s learning needs.  Mispronunciation of the names of children who were students in the school last spring occurs in almost every classroom.  Not knowing how to pronounce a continuing student’s name is a sign that no teacher-to-teacher discussion of learning needs has taken place.

At best, we hold rushed meetings in which counselors share information about various students and their learning challenges.  There is scant time for a teacher to delve into those needs and plan instruction.  We prioritize classroom readiness not instructional readiness. 

The closest current practice comes to rounds is an IEP or 504 Plan meeting that includes all of a child’s teachers plus parents and advocates.

Student Rounds in the Summer

Better practice is to extend contracts for all teachers beyond the last of school and use time at the end of a school year for this year’s teachers to tell next year’s teachers what they know about promoted children.  There are many ways to implement and schedule rounds. 

Grade level to grade level – Within a schedule, 4K talks to 5K, 5K to first grade, until all grade level conversations are completed.  This organization favors more global discussion as teachers discuss each child across all instruction.  All teachers of a grade level, including special subjects and special education participate.  Grade level to grade level applies to children 4K into middle school or until the next year’s student schedule is dominated with elective or leveled courses.

Subjects within grade levels – This organization focuses on each subject areas of instruction and completes one subject area before starting a next area.  Regular, special education, and second language teachers share in discussing each child’s development in one subject at a time.  If there are different art, music, PE, and technology teachers at different grade levels, subject area sharing is the pathway for “specials” teachers to share student information teacher-to-teacher.

Secondary Subject departments – The daily class pathway for children in secondary school fans out, especially in high school with multi-grade classes and electives and an array of teachers.  Using the next year’s already developed student schedules, children are ordered alphabetically and information about their learning preferences, challenges, and uniqueness is shared. 

Face-to-face – School leadership may choose to organize students rounds as a whole school, all teachers at the same time and in the same place activity.  Every student-based meeting is face-to-face.

Virtual – We became better than average facilitators of virtual, group meetings in the pandemic.  Rounds can be held with teachers in school or at home or other locations using virtual platforms.  Virtual rounds accommodate teachers and administrators’ preferences to work from or home.

Why Rounds?

Fresh details matter.  In primary grade transitions, the current teacher has fresh knowledge of the child’s mastery of phonemic sounds and letters and ability to pronounce new words and spell words on demand.  Because these details are fresh, the current teacher can anecdotally describe what works best to support this child’s learning.  Freshness details are diminished over the summer as each former student melds into the greater group of former students.  This just simply happens.

Magnify this across all the children in a school and fresh details become even more important.  There is no reason for next year’s teachers to await similar experiences to arise when they can learn from and plan using the expert commentary of their colleagues.

Learning styles and preferences matter.  Although there is current literature that devalues learning styles profiling, the truth is that some children prefer to watch, listen, or do.  Whereas teachers want to develop broader learning modalities for all children, starting a school year with a child’s preferences creates early school year success and nothing succeeds greater than early success.

Progress in annual strategies prepared by a teacher and a child’s parents’ matter.  We tout and encourage parents to engage with teachers to create student-centered partnerships.  There is no reason to recreate new partnerships every time a teacher assignment changes.  Our current practice of starting a new discussion about their child confirms for parents that teachers are independent contractors and do not cooperate or collaborate.  This is not the storyline we want to perpetuate.  Just share what you know and build upon what you collectively know.  Be professionally seamless.

SEL challenges matter.  Children face developmental challenges as they transition from pre-school to 4K-5K, grade school to middle school, from pre-adolescence adolescence, and into semi-independent learners in high school.  The pandemic and remote education caused challenges for children returning to in-person schooling.  These mean that teacher-to-teacher discussions about children are even more important.  In-school behaviors and dispositions about school, respect and consideration for teachers and fellow students, and consistent school attendance all took hits from the pandemic.  Lack of shared knowledge hampers a child’s next teacher understanding of what she needs to know on day one of a school year.

What To Do?  If you believe your current practices optimize your teachers’ knowledge of the children they will teach in fall, continue with your current practices.  If you believe your current practices are not preparing all teachers for their next year’s students, develop your version of student rounds.  You have a wealth of knowledge about your students, use that knowledge to their advantage in preparing for the 2022-23 school year.  Do student rounds.

Summer – School’s Necessary Fifth Quarter

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I always smiled when Click and Clack, as NPR’s “Car Guys”, welcomed listeners to the third half of their hour-long radio broadcast.  The “third half” was how they partitioned and used their time on the air not about the  arithmetic of three halves making a whole.  In a like manner, summer is an educator’s fifth quarter.  After the four quarters of a school year are completed, summer is the interlude, the fifth quarter for professional reflection, analysis, and  planning. There is scant time in the four quarters of a school year for these three activities because daily teaching is all about meeting the immediate needs of students – it is on-demand work.  The fifth quarter is all about review, consideration, and design. 

In earlier blogs, I have made the professional case for teachers to be calendar year employees not just school year.  Today, I let the needed work of education provide the argument.

The case for reflection.  A wonderful young teacher in our school district assembles and makes an online posting every Monday of the coming week’s school activities.  The weeks of May and early June are loaded to the gills with events – school for all ages is non-stop, on-the-go motion.  The spring musical and spring sports schedules, grade level trips to Madison and Green Bay, the spring music concerts, Senior Banquet, and graduation make the days and evening of spring a mad dash to the finish line for teachers.  It is acceleration into a quick and final deceleration – and the school year is over. 

On her weekly postings of school events there is no time designated for reflection on the school year soon ending.  There is not one minute of a school day invested in our teachers’ retrospection about the 2021-22 academic year.  Everyone is engaged in the forward motion of ending the school year. 

Incorporated in the definition of a professional is the capacity and commitment to being reflective about one’s professional work.  Candid reflection affirms the good practices leading to positive outcomes and leads to improvement or elimination of weaker practices.  Professionals are reflective yet our school provides no time for reflection.  We need to make professional reflection a planned reality in our school year of days.

The case for analysis.  Earlier in May our students sat for their spring assessments.  Elementary children completed the spring end of their annual universal screener assessments.  Elementary and middle level children completed their spring ACT Aspire assessments.  High school children took AP exams and final whacks at the ACT.  Every child in our school was tested, some multiple times.  All of these were calendared on our weekly announcements.  What I didn’t see was scheduled time for reflection and analysis of these data.  Nada.

We assume teachers have time in May and early June before the last day of school to reflect on their school year and the end-of-year data.  But when?  Time for teachers in the last quarter of the school year is fully subscribed.  Then, the school year is over.  Classrooms are closed and teachers depart for the summer. 

As of this date, no data meetings have been held in our school for the analysis of spring assessments, evaluation of each child’s fall to spring growth, or the effectiveness of our instruction.

If not now, when?  An organized reflection and analysis of instruction and learning is placed on the back burner of school life until late August and the return of teachers for a new school year.  The summer “quarter” is reserved for summer school and vacation.

Does this fly in the face of what we know is best practice?  You bet it does!  We know that mental retention is influenced by “meaningfulness”.  When information is compellingly meaningful we pay attention to it.  When information is current and relevant we pay attention to it.  When information affects our ongoing work we pay attention to it.  Postponing the reflection and analysis of spring assessment data until late August treats these data as irrelevant to our teaching and learning. 

We know that August is “ramp up time” for the start of a new school year.  The scant time in our August in-service days is loaded with getting classes, classrooms, and new colleagues ready for Game Day – the first day of school.  Inserting data analysis into the week before school starts leaves every teacher in the room wishing they were somewhere else getting ready for Game Day.  Analysis of SY 21-22 data the week before Game Day is lip service to data analysis.  Administrators and teachers alike know this for what it is – not meaningful and not productive.

The Fifth Quarter – Oh, the good we could do with time outside the school year calendar.  First, a fifth quarter is outcome-based not time- or place-based.  Work time can begin at 9:00 or later.  Work place can be at school or not – how about a coffee shop.  Shorts and sandals or whatever is the garb of the hour.  We know how to do remote and work from home and this fits well into a fifth quarter.

The critical attributes are the reflection upon our work and the analysis of our data each directed at an informed planning for the next school year.  In our small, rural school, fifth quarter should mean a  reflection and data analysis on a student-by-student basis resulting in an informed plan for each student’s teaching and learning in the next school year.

Fifth Quarter For All – The fifth quarter is all about school responsibility and accountability.  It applies to all school faculty and staff.  Food service, cleaning and maintenance, transportation, guidance and counseling, athletics and activities and arts – every facet of the school enterprise benefits from fifth quarter work.  We focus so much attention upon teaching and learning that we tend to ignore the other necessary work that makes a school function with efficiency and effectiveness.  Fifth quarter review, consideration and design improves the next year’s work of every school worker.  Too often it takes a seismic event to change practices in transportation, food service, and maintenance.  Instead, allow thoughtful and timely review and consideration change the design of that work.

Commitment to a Fifth Quarter – School boards need to commit dollars to the fifth quarter; the boards are buying professional time.  Administrators need to commit responsibility and accountability to the fifth quarter; making time and resources available and engaging with teachers in the reflection and analysis.  And at the end of the fifth quarter, the administration is responsible for ensuring that the quarter’s work shapes teaching and learning in the fall of the new school year. 

Even though review, reflection and design are inherent in teaching, if they are not explicitly constructed in the school calendar, they fall to the wayside of passing time.  And, then we wonder why one school year feels like the same old, same old of the previous. 

Covid Provoked Reforms – Proficiency in Standards-based Learning

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The status quo thrives when there are few challenges to disrupt its normal.  Newton taught us that a body at rest will remain at rest unless it is acted upon by a force.  The lack of compelling forces for change have kept much of public education in a Newtonian normal for decades if not a century.  We should not squander the forces for change that the pandemic presents.  Make plans now for stopping practices that do not work and shaping your new normals.

The grading of student work and students emerges every few years as a consistent problem for educators considering best practices.  Like a groundhog on its annual day, we examine grading looking for something new to know and do as if we want to change.  But, not liking what we see as options, we put our grading practices back into the inertial nest of ongoing poor practices.

Then, comes the pandemic.

How does a teacher apply traditional grading practices for a child whose attendance is disrupted by the pandemic and whose engagement with learning is somewhere around 50-60% of the school year?  How do we assign a value a student’s learning of a grade level or course curriculum when we only taught parts of that annual curriculum?  How do we compare a student’s academic work in 2020-21 or 2021-22 with any other student’s work prior to the pandemic?  How do we grade students who are learning the virtual curriculum of a commercial provider not our school district’s approved curriculum?

We stop the questions because they all point to the same conclusion.  Past grading practices cannot be applied in the pandemic.  We must stop applying past practices that are not valid or professionally defensible for current times.

It is time to replace A, B, C grading that conceptually is an aggregate of academic improvement and achievement, student effort, participation and attendance, and collegiality and collaboration with peers all topped with a smidgeon of extra credit or whatever the teacher adds to make the grade seem to fit the student.  No matter the teacher I have talked with over 50 years of observing grading practices, most teachers follow the Golden Rule of Grading – I grade my students as I was graded when I was a student.  There are modifications, but most practices fall within the shadow of past, personal experiences.  It is time to do better.

Educational standards are not new to educators.  Standards anchor teacher preparation and licensing.  The reauthorization of PI 34 by the Wisconsin legislature says “PI 34 restructured teacher education, educator licenses, and professional development for Wisconsin educators.  The system is based on Wisconsin Educator Standards with demonstrated knowledge, skills, and dispositions for teaching, pupil services and administration.  Initial licensing is based on an educator’s successful performance as measured against these standards.”  Teaching licensing is proficiency-based on the learning and demonstration of specified standards.

https://dpi.wi.gov/licensing/programs/rules-statute

Standards are described in state statute and by state departments of instruction of education.  State standards anchor contemporary curriculum development.  Every subject area taught in Wisconsin is supported by DPI-adopted curricular standards.  “Wisconsin Academic Standards specify what students should know and be able to do in the classroom.” 

https://dpi.wi.gov/standards

These standards provide the scaffold of student learning that creates the basis for standards-based proficiency grading.  It is valid and appropriate to align the evaluation of student learning with these curricular scaffolds.  The scaffolds are laddered by grade level and broadened at each grade and course.

The use of standards-base proficiency grading is not a newly made recommendation.  Teachers have sidled up to this idea in the past, but the pull of the Golden Rule of Grading has consistently overpowered change.  Now that the Golden Rule is broken, standards-based grading makes more and more sense.

To do this, we need to make two types of decisions.

  • What evidence demonstrates secure proficiency of a standard?
  • What aggregate level of proficiency demonstrates secure completion of a grade level or subject course?

While these may be argumentative questions, they are not difficult to answer.  The evidence demonstrating secure proficiency of a standard derives directly from unit and lesson planning.  Using older language of lesson planning, “The learner will …” describes the demonstrated outcomes of interest.  A properly constructed standards-based instruction provides the standards which will be proficiency assessed.  The evidence of completion also is in the unit design; it is in the statement of “extent and degree to which the student will demonstrate the standard”.  Standards-based proficiency grading is using the outcome statement of your standards-based curriculum.   Record keeping of the outcomes for which a student has demonstrated secure proficiency provides a grade book of achievement and growth. 

If your curriculum is not standards-based, you have foundational work to do.

A school’s instructional committee can readily collaborate to determine the extent of the checklist/grade book needed to indicate grade level/course completion.  Collaborative agreement of what demonstrates completion of a grade level or course is essential to balance student work across the curriculum.  Successful completion of one grade level or course should not be disproportionate to another. 

Teachers should thankfully welcome a standards-based proficiency design as it eliminates the problems of measuring effort and adding an extra credit to allow students improve an assigned grade.  This is defensible.  Without expecting an answer, why did we feel compelled to allow extra credit to erase the facts that student did not complete the basics of a grade level or course?  Emotion overcame reality.

The alignment of grading with the demonstration of standards-based proficiency overcomes the dilemma presented by interrupted school attendance and engagement due to covid 19.  Demonstration of learning is not clock or learning place-bound.  This design overcomes the issues of remote versus in-person.  Proficiencies are what proficiencies are – a student can or cannot demonstrate secure content knowledge or skills or dispositions about her learning.

Using standards-based proficiency grading creates a new practice that improves upon the older practices that failed the test of the pandemic.  Standards-based proficiency grading creates a best practice for our future.  We can and should create this as a new normal.