Checkout our most recent Resource Corner!
Envision Education is excited to share the culmination of its two-year research project, Pursuing Equity for Black & Latine Students with Learning Differences, which
documents and illustrates the systems, practices, cultures, and supports that are associated with the well being and success of Black and Latine students with learning differences – students with disabilities and multilingual students with disabilities.
In 2023, Envision Learning Partners (ELP) and Social Policy Research Associates (SPR) embarked on a research study to identify and learn from schools that demonstrated positive outcomes for Black and Latine students with learning differences (including students with disabilities and multilingual learners). After a review of data from secondary schools across the country, the study team identified two schools for a more in-depth study, which was conducted during the 2023–2024 school year.
The results of the research are shared through case studies of the two schools that were the focus of the research: 1) Crosstown High: Building a Culture of Inclusion; 2) Capital City: An Inclusive School Community Committed to Whole-Child Learning and Well Being; and 3) An Executive Summary/Synthesis of Findings.
In addition, we have authored four practice briefs based on the findings of the research that provide practical steps that schools can take to create more inclusive environments that support the success of Black and Latine students with learning differences.
- Co-teaching: A Means to Creating Inclusive and Equitable General Education Classrooms
- UDL: Universal Design for Learning in a Culturally Responsive Context
- Culturally Responsive Practices: An Inclusive, Culturally Responsive School Culture That Fosters Relationships
- Competency-Based Learning and Assessment: Assessment and Grading Practices That Support an Inclusive Learning Culture
This research was made possible through the generous support of New Profit, a venture philanthropic organization, and the Oak Foundation.

Resource Corner: Pursuing Equity for Black and Latine Students with Learning Differences Case Studies & Practice Briefs

One of our long-time partners, SEEQS (the School for Examining Essential Questions of Sustainability) Public Charter School in Honolulu, HI has been implementing their Portfolio Defense system for over ten years now, and they have gone through many iterations refining the process for their school community and sustainability-focused values. Now in their 11th year, they have created The SEEQS Sharing Hub, their in-house professional development service, and have announced a three-part series that offers an in-depth look at all of the structures and steps that lead to a rigorous and meaningful culminating experience for their students. Join them for one, two, or all three of them:

Introductory Webinar (free)
- February 1st, 4:00PM-5:00PM HST
Get an overview of the SEEQS Portfolio Defense process from start to finish. We’ll discuss school structures that make it possible, as well as what it looks like for students. This session would be great for anyone interested in what the SEEQS Portfolio Defense processes look like, whether you’re curious about exploring them for your school or classroom, or whether you’re already implementing them and want to hear details about how another school does it.
Portfolio Deep-Dive (in-person)
- March 2nd, 9AM-12PM HST
- Sliding fee, $0-$50
Learn about the nuts and bolts of what makes student portfolios and reflections, and how we assess them. Look at student work and practice giving feedback to students who are involved in the process. This session would be great for those who have already started a portfolio defense process at their school and want to learn about the SEEQS portfolio writing, revision, and assessment process (which we do as a separate part of the portfolio defense process).
Defense Deep-Dive (in-person)
- May 2nd, 12PM-4PM; May 3rd, 8AM-4pm
- Sliding fee, $20-$150
Experience what our Portfolio Defenses look and feel like in real time. On the first day of this workshop, participants will learn about the entire process and watch an exemplary (live) Portfolio Defense presentation by a current 8th grader. On the second day, participants will observe multiple portfolio defense presentations, the scoring process, and have the opportunity to debrief and reflect with experienced practitioners. Participants will leave with a toolkit of usable materials and structures that SEEQS uses to implement its Portfolio Defense System.
Hear more about SEEQS, including a little bit about our prior work together, on this episode of the Learner-Centered Collaborative Podcast: Keeping Humanity at the Center of Assessment with Buffy Cushman-Patz.

The third cohort of the Deeper Learning Leadership Forum (DLLF) met in sunny San Diego for their second convening, at the end of March. Part of this session included the National Equity Project hosting and engaging cohort members in a focus on educational equity as they unpacked systems of advantage and disadvantage and how each member could return home and lead for equity. Participants made connections to their own local contexts and chose an equity project that they would start addressing throughout the cohort program.
The DLLF convening rolled right into the 7th annual Deeper Learning Conference, held at High Tech High. The DLLF cohort and other members of the Envision team joined educators from all over, who are focused on creating more equitable outcomes by engaging students in deeper learning.
Deeper Learning Coach Alcine Mumby, and Executive Director Justin Wells hosted an all-day deep dive with the help of Roilyn Graves, Envision’s Program Specialist. Deeper Assessment: Rapid Prototyping Portfolio Defense engaged 25 educators in developing the beginnings of a Graduate Profile (GP) for their students. After assembling their GP drafts, they looked at the “why” and “how” of meaningful reflection and explored models from schools that are successfully using a portfolio system aligned to Graduate Profiles, such as Envision’s schools.
Deeper Learning Coach Abby Benedetto, also co-facilitated a deep dive at the conference, Digging Out to Freedom: Education and Liberation; participants explored the intersectionality of structural oppression in assessment, systems design and more, in order to define Diversity, Equity, and Inclusion (DEI). Participants left with inspiration and new tools for self-liberation, to engage liberated learners and advance institutional diversity, equity, inclusion and social justice in their practice.
Historically, education has been the least nimble of all of our institutions. Walk into classrooms across the country and many of them have not changed significantly in 150 years. We are trying to shift the way that schools organize and engage all students in meaningful deeper learning so that every young person has the skills they need to be their most fully expressed selves as they go out into the world. The Summer Accelerator borrows structures that support innovation and rapid prototyping from the tech and business sectors. This will be an intensive, immersive experience during which inclusive school design teams consisting of adults and students will learn, imagine, and plan for how we might redesign school models to better serve all students.
We are using an equity-centered design model for both the experience that the teams will go through, as well as for the lens through which they will be designing. There will be structured learning experiences in the first half of each day, and supported work time/office hours with access to experts in the second half. Each day will end with some type of feedback loop during which teams will present something with which they are grappling and receive thought partnership from the larger group so that they can move forward the following day. By the final day, each team will leave with a prototype of a Graduate Profile, performance outcomes associated with each skill they selected, and a plan for what component of their system they will begin to test the prototype. The school design teams will come from the 5 Envision Education schools: Envision Academy High School and Middle Grades in Oakland, City Arts & Technology High School in San Francisco, and Impact Academy of Arts & Technology High School and Middle Grades in Hayward, as well as from one of our client schools in Madison, WI.
Each school design team is intended to be as representative of diverse voices and perspectives as possible. Schools are required to bring teams that include at least the following: 1 administrator, 2 teachers from different grade/subject/experience levels, and 2 students from different grade/experience levels. Schools may choose to add more to their teams if possible and/or relevant. This will be the first year that we are piloting the Summer Accelerator, so we are wanting to keep the participant list manageable and targeted to schools who are in a similar phase of readiness for transformation.
The mission of Envision Schools is to transform the lives of students – especially those who will be first in their family to attend college – by preparing them for success in college, career, and life. Our high schools were all created with an arts & technology focus in terms of curriculum because we believe that young people need skills of creativity and technology in order to be successful in today and tomorrow’s jobs. Our students primarily come from underrepresented populations in tech – 75% of them qualify for free and reduced lunch, 72% of them will be first in their family to attend college, and 90% are students of color. We are working to create systems of education that allow all students to see themselves in any career of their choosing, specifically encouraging them to consider tech and tech-related fields as vibrant and viable options. The goal of the Summer Accelerator is to situate equity at the center of our thinking and planning at every level such that we work towards creating more inclusive educational systems for students in Oakland and beyond.
The Accelerator planning is being wonderfully lead by ELP team member, Abby, learn more about her in this post, and is being supported by a long-time deeper learning colleague and thought leader around equity in education, Shane Safir.
An exasperated mother once entered my Principal’s Office unannounced and asked for some time to discuss concerns about her daughter. After listening to a barrage of incidents about battles to get to the morning bus, hurled insults at the dinner table, and intense homework rebellion, I asked a question I love to ask every parent: “What are your hopes and dreams for your child?”.
Her answer stuck with me. Without hesitating, the parent shared, “I never want my daughter to experience failure.” No wonder she was exasperated. She might as well hope her daughter never experiences gravity.
Failure is a universal human experience. Failure helps us understand where our boundaries and limits are and defines a path for expanding them. Failure reminds us of our imperfections and inspires us to find colleagues with complementary skills and talents to our own. Failure helps us savor success without slipping into arrogance.
While an important experience, failure should not be defined as an antonym of success. A recent article in The Hechinger Report discusses how important it is that we embrace failure as an invaluable teaching opportunity. The authors share that developing deeper learning competencies requires serious, guided reflection by students about why they failed. Students can then develop a growth mindset that sees failure as opportunities to shine a light on personal development and, over time, celebrate growth. Failure, therefore, can be seen as the dawn of success, not the absence of it.
As a community that cherishes how deeper learning addresses students’ holistic needs, let us encourage our schools to develop safe opportunities for students to learn from their failures and, as a result, accelerate their personal development.
Take care,

Royce Conner, Executive Director
What did you most enjoy about being a coach with ELP?
My favorite thing about being at Envision Learning Partners has been the people. It has been so great to work with a team of people full of such brilliance, integrity, and creativity. Most of the best moments have been during car (or plane) rides between professional development sessions and post-meeting meetings where we’d all talk and argue and learn about each others’ challenges, questions, insights, and strategies for helping schools.
What was your favorite coaching experience?
It is really hard to pick just one favorite coaching experience but, if I had to, it would probably be working with Vinci Daro [ELP’s Director of STEM Learning] and Tamyra Walker [Envision Education’s Director of Math] to build out professional learning programs for the Envision math teachers.
What are your plans now?
My plan is to pursue a Ph.D. in Math Curriculum & Teacher Education so I can, hopefully, learn even more ways to be more useful to schools.
Jim’s Background
As STEM Assessment Specialist at Envision Learning Partners (ELP), Jim played a key role on the ELP STEM team in his work with teachers and school leaders to improve math instruction, connect assessment and learning, and build educator capacity to support students’ language development in the process. Jim came to ELP from Understanding Language/Stanford Center for Assessment, Learning, and Equity (UL/SCALE), which he joined in 2016 after working for two years as a teacher collaborator on SCALE’s PBL curriculum project Learning Through Performance Middle School Mathematics. He taught 6th grade mathematics at East Bay Innovation Academy (Oakland, CA), which uses a combination of blended learning and project-based learning. Before that, he taught at public schools in Philadelphia and in Ghana.
Jim’s experience as a middle school math teacher brings a classroom lens to his work on performance task design, rubric design, analysis of student work, and professional development. Jim’s curriculum development experience includes building language development opportunities into math and science curricula, including the Illustrative Mathematics OER curriculum, and working with the English Learner Success Forum to train curriculum developers in designing materials that attend to both mathematical and language development. His professional development experience includes working with the CALLI (California Language and Learning Innovation) Collaborative project. At ELP, he continued to facilitate professional development empowering math teachers to write high-quality performance assessments. He is also a member of the research team for the Measures of Deeper Learning project, supporting our work with schools engaged in the assessment of social-emotional learning competencies.
Follow Jim on Twitter @JimMalamut.

Farewell, Jim
Abby- A0: One way to check the quality of your graduate profile is to use the ELP Quality Criteria Tool that asks a series of questions to guide your revision process. LINKED HERE!
Suzanne- A0: In my experience so far, there are three key things that make a graduate profile good. It has to reflect skills that needed in many areas of life. It has to be actionable and measurable. And it has to be attractive and accessible to students and stakeholders.
Abby– A0: A great way to check the “Authenticity” is to pull up a current job description from any industry and see how many of your graduate profile skills show up in what businesses are looking for in employees. Fun to have students and adults do this!
Suzanne- A1: Taking a graduate profile from a poster on the wall to an organizing principle of a school means first taking the “Headlines” of the skills and breaking them down into observable outcomes. Once you have involved your community in naming the observable behaviors all students must be able to demonstrate in order to graduate, you can design or redesign your assessment system to support all learners in developing and demonstrating those skills. Once you have some great assessments in place, a reflective school staff and leadership can analyze their whole system through the lens of what kind of culture, structures, other elements, are needed to prepare all students to be successful in those assessments.
Abby- A1: You cannot measure a graduate profile with a fill-in-the-blanks quiz. More authentic demonstrations of learning like portfolio defense, student-led conferences, capstone projects, etc. are necessary to challenge students to demonstrate their skills.
Suzanne- A2: At @BryanAdamsHS a public school in Dallas they designed Portfolio Defenses to measure their Portrait of a Graduate. All their students do 2 before they graduate. 1 big shift was developing advisory to support all students. Ask @MaryAnnSuhl. (MaryAnn is a Coordinator for Dallas ISD and was a teacher leader and then key system re-designer and Coordinator at Bryan Adams)
Read more about our partnership with Bryan Adams here.
Abby- A2: A hugely impactful shift is that a system must make room for reflection when actualizing a graduate profile. Regular moments to pause and make deep connections between the grad profile skills and the work of school and life is a powerful necessity for all.
Abby- A3: As with all good teaching, you want to begin with the end in mind. We think about the process as 3 steps, our Theory of Action. It is vital to involve ALL stakeholder groups every step of the way, especially those most marginalized in your system.We encourage you to assemble diverse co-creators that represent all of the voices in your system: students, families, teachers, community members, higher education, etc. to begin an inquiry process about your definition of success for your young people, and what skills are needed.
Suzanne- A4: The BIGGEST pitfall is doing nothing. Use design thinking: build on your strengths & start actualizing your Graduate Profile today! You have to prototype, test, reflect, revise, and improve, or it will forever remain an abstract idea.
Make sure to follow ELP on Twitter @EnvisionSchools and use the hashtag #ELPCoachChat to join our next Twitter Chat!
Assessment Design Partner, Josette Neal-De-Stanton, was joined by previous ELPer, Abby Benedetto, in Beijing this past August to continue our collaboration with Moonshot Academy.
Learn more about ELP’s previous work with Moonshot in 2018 in their Partner Profile.
Josette chats with ELP colleague, Courtney Katen, about her experience in Beijing.
A Reflection from Abby
The first and only other time I have been to Beijing was in 2018. Things were different then – ELP was still celebrating the incredible win of joining forces with our brilliant team members from SCALE, the only notions of a world-wide pandemic were still relegated to blockbuster movies or our wildest imaginations, and Moonshot Academy had not yet welcomed its first class of students…. In fact, the school did not even have classrooms yet (they were still in initial stages of construction for their first location). It was an easy and exciting thing to say yes to such a novel opportunity to travel around the world to learn, witness, and share with educators in China. And the days that Ruth and I spent with the founding team at Moonshot were remarkable in so many ways that pushed my thinking about how learners can lead their own learning journey, and revealed my biases and held stereotypes about education in a country that is not mine. By the end of that trip, teachers had learned about Performance Assessment and Deeper Learning, and I left holding on to really lovely connections with many of the teachers, and excitement about the possibility of this visionary school and the humans who were building it.
Fast forward to last month when I got the call from ELP that we were headed back to Moonshot five years later, and there was a chance for me to participate in this trip. It is fairly well known that teachers often don’t know of their impact on students until many years later if and when a student comes back to articulate how they were changed because of a moment in your class. This feels doubly true as a consultant. After a single workshop or even multi-year engagement, I sometimes wonder what happened with a client or system after I left… did I build enough capacity with the team there? Was there a change in leadership that brought in a new vision? Did anything stick? So to walk through the doors of Moonshot Academy in 2023 and see evidence of performance assessment and deep project-based learning on the walls of the hallways and in the planning documents of teachers and in the systems of the school itself was so inspiring! Students in this innovative school in Beijing are doing portfolio defenses about their learning, and capstone projects that allow them to follow their interests, and are actively working on developing and practicing really important transferable skills such as empathy, self-direction, and social responsibility!
The team at Moonshot is really dedicated to reimagining education for young people in Beijing, and it was really inspiring to learn with and from the faculty and staff. They are actively building a Deeper Learning community in China, and might host the first Deeper Learning Conference over there soon! It was a joy to be able to co-facilitate with Josette and watch the room respond to her magic and genius. I am excited to think about where they might go next as a K-12 school, and the learning journey that their students will be able to experience.
– Abby Benedetto

Guest Blog: Back from Beijing!

By Tara Curry-Jahn, Partner, Leadership+Design
A family vacation can be about prioritizing presence and connection, relaxing, doing activities and creating fun memories, while also enjoying good food and conversation. However, in some worlds it can also feel like “forced family time,” because being under the same roof or on a joint itinerary can feel like testing the limits of patience and politeness. While both of those options can be true at the same time and were for me earlier this month, it also reminded me that vacations are experiences ripe to practice experience design. Although, when I found myself on “the balcony” watching myself and my family on “the “dance floor” (a metaphor we use at Leadership+Design (L+D) to help leaders reflect on their role or behavior both while doing something and observing yourself do that thing), it felt like we unintentionally missed a design opportunity, which as an attendee of many professional gatherings feels more common than not.

Think about the gatherings you attend each year. If you were to use the mental model that everything is designed, how many of those gatherings were designed well? How do you decide if it was designed well, what metrics would you use? If you had to guess, what and whom were they designed for? What were the outcomes the planners tried to achieve?
This year at gatherings, I felt deep connection and relationship, disconnection and minor loneliness, high expectations and missed opportunities and both joy and awe. As a human-centered designer (who has a disposition for wanting to connect with other people), it’s difficult for me to participate in things and not use the lens described above and have those questions rattling around in my head. Having both been on the planning and attending side of events, I often wonder if we spend enough time mapping out our intentions and “why” the gathering exists, as Priya Parker asked us to do in The Art of Gathering.
There seem to be three main design categories related to the level of human connection in programs or gatherings:
First, there is being together in person, in community, in authenticity, etc. If this is the goal, likely there has been attention paid to helping people be in proximity to one another and build relationships. It’s not always easy or cost effective, but it is a design tool you can use to achieve your outcomes. I will say though that you can have proximity, but not create a feeling of being together.
- At Leadership+Design we prioritize this design outcome in our leadership development programs. This summer we convened 32 women (educators and leaders) for a 4 day leadership program, Wonder Women, in Connecticut. In this program, the degree of intended togetherness was designed formally through a learning partner and small group project, in addition to full group sharing. Togetherness also existed informally with morning runs, evening trivia and larger breaks to allow for reflection and networking. Based on feedback, this in-person experience felt moving for attendees, and could not have been created if the program was much bigger or had been held virtually.
- Another example was this year’s Assessment for Learning (AFL) Winter and Spring Convenings, led by the Center for Innovation in Education in partnership with Envision Learning Partners and L+D. These were designed for a smaller audience (under 40 participants), embedded in local communities with a focus on belonging, inclusion, reciprocity and supported provocations to learn newassessment practices. In both events (Aurora, CO and Oakland, CA), conversations led to connections and strengthened a network of progressive educators and leaders asking how we could work together to improve assessment practices. This felt human, vulnerable and connected.

Second, there is designing to keep people separate, which is actually not a gathering, but could be a decision when you scope your desired outcomes. This may be a more efficient or cost effective strategy on the surface, but it depends on the type of experience you want to create and are honest about the costs of asking for engagement virtually or for people to work independently.
- In the past month, I have had two sets of parents with driver-aged kids tell me that Driver’s Education used to be a right of passage and a coming of age experience that was about friendship and social interaction, as much as it was about driving (this was my personal experience as well). The new model however, is more cost effective and efficient, but it’s at home, alone and virtual. Obviously, there was a design decision there, one that prioritized cost and personal flexibility over the likely unintentional lost human connection that resulted from the old model.
The third option is the combination of being together physically (or virtually in some instances) but feeling or functionally remaining separate (in practice or mindset).
- An example of this could be many of our experiences during plane travel. While, passengers share a four inch armrest, you are inarguably “in this together”, but unless one of passengers chooses to engage and open the communication channels, we exist separately.
- This spring, I attended a very large conference where I knew only my team and a handful of other people. The event was housed in a large convention center which elicited a feeling of being separate and disconnected even when the conference attempted design decisions aimed at connection (i.e. a lounge space with arcade games and coffee, but was seemingly always empty).
- This summer during a family reunion vacation, I looked outside and 12 of the 15 family members ranging in age from 11 to 76 (my kids are too young to have devices) were sitting on the patio in a circle all on their phones not speaking to one another. The group was physically present, but mentally somewhere else.
This year, I have attended well designed experiences that create human connection, a design principle I was looking for. This contributed to my growing awareness of how we conceive and design experiences for humans to gather and whether the true outcome is bringing people together and creating connection, keeping them separate, or bringing them together and still missing the opportunity to help attendees feel belonging, inclusion and connection.
It comes back to the foundational reality in decision making, design matters. I believe that in “our day and age” human connection also matters. If you want human connection, you need to design gatherings with this in mind, including the invitation, the space, the roles, and the schedule so people can find the time to connect. This is true for vacations, conference, book clubs or neighborhood block parties. We need to know who we are designing for, build trust in our communities to ask if we are effective, and realize that while it’s not efficient, sometimes being together and connected will help us as humans and leaders.
What can we do differently?
Below are some ideas on how to build additional human connections through gathering and being together. In addition to my experience at convenings this spring, I have also found some great resources to push my thinking and help my personal “aha” feel more rooted and connected to a larger community of people having a similar “aha” about what will help us as educators, community members, parents, and leaders.
CHALLENGE #1
The other day, I discovered an interview by the New York Times with Robert Putnam, author of numerous books including a favorite of mine, Bowling Alone and most recently The Upswing: How America Came Together a Century Ago and How We Can Do It Again. In the interview he shared how the structures or lack thereof that our culture employs deepen the feelings of loneliness and disconnection. The outcome of this disconnection impacts the level of separation we feel with “the other side” and he asserts that by involvement in community and civic groups we will learn about one another and build trust and connection. Even if we are opposites in our beliefs, if we are together and not separate, our future is more optimistic.
I recently dug into last year’s report by Surgeon General Dr. Vivek H. Murthy, Our Epidemic of Loneliness and Isolation 2023: The U.S. Surgeon General’s Advisory on the Healing Effects of Social Connection and Community which lays out the true implications on personal and societal health when we are more separate than together.
- TAKE ACTION #1: Join something. Especially something local, in-person, and one that comes with a possibility of real human connection. And when you are there, be together even if it’s vulnerable. If you can’t find anything to join, start something and invite others. Be human together and give yourself permission to share your goals for what brought you there. If you are seeking togetherness, remind yourself of Robbie Novak and Brad Montague’s provocation in Kid President’s Guide to Being Awesome“put down your phone” and connect. That is unless you are getting someone’s digits or making a plan for your next meet-up.
CHALLENGE #2
Putnam also references the level of politically-induced division and how it’s creating a lot of feelings on all sides. Decisions are made about who people are by what we think we know about them. In an effort to personally challenge my own mental models, leveraging tools and processes help.
Organizations like Starts With Us, which describes itself as “a movement to empower millions of Americans just like you — tired of our culture of contempt and energized to foster critical thinking and constructive communication across our lines of difference” can be great resources to locate and practice tools that help us build empathy, and as Putnam suggests, have conversations that build trust and human connection.
Leadership+Design, has taken on a similar cause by developing a human-centered curricular resource, Design For Election Season, to help school communities (both students and adults) practice the skills of being curious and developing empathy and understanding for someone who has a different lived experience or set of beliefs. The “container” for learning is political in nature (not partisan), but it’s rooted in the belief that as humans we need to spend time learning from and listening to one another. The resource shares tools and protocols to help structure that learning.
- TAKE ACTION #2: Think about your own echo chambers and be honest about the biases you have about people and their beliefs. Take time to challenge those assumptions and practice critical curiosity. Lean on tools and protocols like those above to be comfortable being uncomfortable.
CHALLENGE #3
On recent drives with my 8 year old son, we listen to the book The Anxious Generation: How the Great Rewiring of Childhood Is Causing an Epidemic of Mental Illness by Jonathan Haidt. The book focuses on the mental and physical health implications of technology use, specifically on young people. As I reflect on my own feelings about togetherness and separateness, and my time on the patio with my family, it relates to what we are willing to do about the changes we want.
A colleague at Leadership+Design reminded me that while I can only control myself (related to technology use), I can initiate a conversation about how I feel at that moment, share my reaction to being together, but separate. I could share my goals for our time together and enter into a conversion about what brought us all to the gathering. This is something in my control.
- TAKE ACTION #3: Design with intention and communicate the intentions you have for an experience to those who are invited. If you want others to help you design, align your design principles towards the experience you want to have. If you are either someone who attends gatherings or plans them, you still have an opportunity to have an opinion. Think about what feels better, together or separate or together and still separate, and be part of the solution to improve the gatherings.
All of this to say, let’s do better. Assessment for Learning convening was a relatively small group of education leaders who prioritized designing for connection, but that was a choice we made. In contrast, it felt like my family vacation took a “wait and see” approach. We can also make choices starting with the patio conversations, the armrest airplane engagement and the commitment to looking across “the aisle” to build relationships and trust. We can continue to be told by the media, the Surgeon General, and Putman how bad things are when we don’t have a strong social fabric to care about and not fear one another. However, they and many others continue to remind us, it’s up to us whether we plan our lives, relationships, gatherings and organizations to simply happen or whether we design them to be catalysts for change and improved connection.

This month, Envision Education’s CEO, Gia Truong is our guest blogger, writing about our Portfolio Defense assessment model, it’s impact on students and the work we are doing collectively to improve it. We know that our model is transformative for some, but not yet for all and not consistently for the most marginalized. In order to truly serve our black and brown students, we must find ways to center their experiences and eliminate racist structures within our system, so that all students have access to transformative learning experiences. Read on to learn what we are doing…
Envision Schools’ mission is to transform the lives of students – especially those who will be the first in their families to graduate from college – by preparing them for success in college, career, and life. We accomplish our mission through our Portfolio Defense assessment model, which authentically measures the most important things students need in order to succeed in college and career. Portfolio Defense gives students the academic, social-emotional and leadership skills they need to get into college and persist. One of the biggest problems facing underserved students is educational inequity. Because of this inequity, poor students are far less likely to receive an education that will transform their life trajectory. We know that only 1 out of 10 low-income students earns a 4-year college degree by their mid-twenties, significantly limiting their income potential for their entire lives.
The signature practice of every Envision school is the Portfolio Defense. In 8th, 10th and 12th grades, every Envision student stands before a panel of teachers, peers, family and friends, and delivers a comprehensive presentation that demonstrates how and why they are ready for the next academic challenge. Every defense is both an authentic academic assessment and a celebration of what students have accomplished. The essential outcome of the model, above and beyond rigorous academic preparation, is the agency our students can develop: they graduate ready to take charge of their educational future and advocate for themselves on the path to receiving a college degree.
We also know that our model is not yet building that agency for enough of our students. It is transformative for some, but not yet for all and not consistently for the most marginalized. We know that in order to truly serve our black and brown students, we must find ways to center their experiences and eliminate racist structures within our system, so that all students have access to transformative learning experiences.
Last year, Envision Academy (EA), our Oakland California school’s 11th and 12th grade teachers observed that too many student defense presentations felt like pro forma exercises, lacking authentic student engagement and falling short of the potential of Portfolio Defense. They could see that the Defense — a model designed to empower students — was not working for enough of their students. EA teachers hypothesized that students would be far more engaged and their agency would increase if their identities as learners were more central and if the Defense process were more inclusive and culturally responsive. We hypothesize that with these improvements, students will be better prepared for college, less likely to confront imposter syndrome, and more likely to persist until they earn a degree.
As a result of the EA teachers’ inquiry, in 2018-19 Envision Academy changed the driving question of the Defense to one that asks each student to describe who they were, are, and want to be as a scholar, the kind of person they want to be, and the role of education in shaping their identity. The teachers also found ways for students to bring more of their culture and community into the process, including giving their presentations in their native language. As a result of these changes, other aspects of model changed as well: the senior Advisory curriculum shifted to focus on the Identity Statement, with significant time dedicated to writing and revising; new strategies were put in place to align the Identity Statement with each students’ portfolio of academic artifacts; teachers developed tighter frameworks for assessing projects and calibrated with each other to ensure consistency. These changes led to stronger, more personal defense presentations, richer connections to academic content, and clearer reflections from students about their identities, their goals for the future, and their awareness about their areas of growth.
The improvements we have piloted at EA have already had a strong, positive impact on students. In the words of one graduate: “I was able to express more about myself and my passions in my defense presentation, especially where we explained who we are, who we used to be, and who we want to be. That was very powerful because the presentation wasn’t just academic but also about the student and their goals; it felt more authentic.” Teachers also noticed important changes: “I’ve always thought Portfolio Defense was amazing, but last year was just incredible. The new process really put our students at the center. It was rewarding to see them, in the 2019 presentations, be more engaged and invested; presentations were more personal, and so many more of them presented like scholars. That’s how I know these changes have made a huge difference.”
Anecdotally, these quotes represent what we know is possible: with a more student-centered Portfolio Defense system, our students will be more invested in their education, they will actively develop a scholar-warrior identity, and they will be more prepared to meet the challenges of college and persist through them. With a college degree, they will be positioned to change the economic trajectory of their lives. As these students gain financial autonomy, they can break the cycle of generational poverty, positively impacting the individual student, their families, and their communities more broadly.
In community,
-Gia
Click here for more information about Envision Schools.
In this special Guest Blog Video Interview, Assessment Design Partner, Josette Neal-De-Stanton, interviews her very own brother, Rene Neal-De-Stanton.
Rene is currently a science teacher byway of nursing school with a background in entertainment and dance.
They discuss the importance of project-based learning in science and dive into the importance of representation and equity in the classroom.
My career began volunteering at an elementary school in Washington, DC in 2001. As a staff member walked me to my assigned classroom, I noticed a room tucked away in the corner. There were only a few students in the space. Some students were wandering around, some were disengaged, some sleeping, and others were sitting at tables coloring or tracing the alphabet. There were multiple adults in the room, mostly talking and laughing but not really paying much attention to the students. Growing up, I attended the same school as my uncle, who had Down Syndrome. I recognized that room. I knew exactly who that room was for. It was the place where special education students were “contained”. That was the moment I decided to become a special education teacher. I’ve been committed to this work ever since.
Admittedly, we’ve learned a lot since 2001. The Individuals with Disabilities Education Act (IDEA)1 held all schools and/or districts accountable for ensuring that students with disabilities received a Free and Appropriate Public Education (FAPE). Shortly thereafter, came the revival (originally introduced around 1994) of Inclusive Education. Educational researchers soon learned that students with disabilities had better academic outcomes in classrooms where they were included with non-disabled peers. The research also found that inclusion positively impacted all students in the classroom (National Center for Education Restructuring and Inclusion, 1995.) Based on this research and with the revision of IDEA 2004, schools began to adopt Inclusive Education as the pillar of serving all students in the educational environment.
The world of special education shifted. Students with disabilities were no longer excluded from the general education classroom and everyone felt as though true progress had been made. We lived in this fantasy for a while. Students with disabilities were no longer being served under the “separate but equal” approach. Everyone began to settle into the idea that including all students in the same classroom had less of a negative impact than was previously thought. Students without disabilities were still thriving (relatively speaking) and students with disabilities (and their families) were happy. As time progressed, challenges began to arise. Schools began to experience significant rates of disproportionality among certain racial and ethnic groups entering into Special Education. These same students were often being disciplined and/or suspended at a higher rate, placed in more restrictive learning environments, and were not meeting academic expectations. Schools began to wonder if Inclusive Education was the answer to serving all students. This is where educators began to ask questions:
- What does an effective inclusive classroom look like? Are there models?
- Were we ever fully prepared for this inclusive transition ?
- Do students with disabilities really have what they need?
- Are all educators trained appropriately?
- What about funding? Don’t we need more money?
- What efforts have been made to ensure that we are centering the needs of students with disabilities (and diverse learners in general) within an inclusive environment?
- Why are they still being suspended at higher rates than their non-disabled peers
- The research says this works so, why isn’t it working?
Inclusive Education takes an immense amount of preparation and planning. It requires a team of educators who believe that all students can achieve, no excuses. It means that all systems are universally designed with the most vulnerable populations in mind. Inclusive Education means that everyone has the strategies, tools, and training necessary to deliver high quality instruction to all students. It means modeling structures during professional development, co-planning and co-teaching. It means using The UDL Guidelines to support curriculum design, unit, and lesson planning. Inclusive Education means every stakeholder has a voice that isn’t only heard but represented in the work. Most importantly, Inclusive Education means that all of our students are thriving and operating in their full genius.
Take a look at the data. Literally, pause and google “How effective is Inclusive Education?” or whatever variation of the phrase you’d like. In 30 seconds, you’ll find that Inclusive Education does work. There are some good examples of this AND that students with disabilities aren’t doing much better now than they were in 1994, or 2001, or even in 2023. Some educators like to attribute this to the pandemic but let’s be honest, the same issues were present before. We can no longer continue to ignore the fact that our infrastructure, our systems, and even our preparation programs were not designed to support students with disabilities or diverse learners. I know everyone is busy, I know everyone is exhausted. I know funding is an issue. I know COVID threw us all for a loop. I also know that not all of our students have what they need to be successful. In full transparency, I know since the inception of Inclusive Education, things actually haven’t gotten all that better, and so do you. With that being said, let me ask you some questions: What can we do to shift the data? What can we do to change the narrative? How can we center students with disabilities and diverse learning styles in the planning process, in our classrooms, in our staff development, and in our schools? What actionable steps have we taken since 1994?
No more excuses. Inclusive Education works when we work it. Even though our students are in Inclusive environments, the data says they are struggling academically, behaviorally, and emotionally. It’s time to shift.
Here is my CALL TO ACTION:
- Do Your Research. You don’t have to be a credentialed special education teacher to find strategies of support that work. You don’t have to know everything. We all have a responsibility to all students regardless of what we teach, where we work, or how much time we have. You can find trainings, read books, start conversations, visit schools who are successful, review the resources on the CAST website (lots of good stuff here), and/or reflect on your personal practices.
- Collaborate: Make space and time for all educators to inclusively plan together. We can learn a lot from collaboration. It is time for us to maximize our collective brilliance. In order to sustain ourselves in this work, we must not operate in silos. We need students, families, teachers, administrators, and district leaders to be in community with one another. There is an African proverb that says “ If you want to go fast, go alone. If you want to go far, go together.”
- Innovate: The reality is schools are overcrowded and under-resourced. We all know that educators are overworked and underpaid. There are a million reasons why we can’t invest more in inclusive practices. I’m asking you to focus, just for a moment on the millions of reasons why we can. What can be done differently? What can we shift? How can we redesign and/or restructure with the “Curb Cut Effect” in mind? Be creative, think outside the box, color outside of the lines.
Let’s reconnect, re-engage, re-introduce, re-commit, and re-establish ourselves, our systems and all stakeholders. Our students deserve better. We can do better. Let’s just start, no more excuses.

Roilyn Graves is Envision Education’s Director of Special Education.
Note: All resources and research are linked.
From a professional standpoint, I was the Principal of the first International Baccalaureate French dual language public school in the country. I have seen how a graduate le arner profile empowers a community of diverse learners and how performance assessments make room for self-discovery. The work of Envision is aligned to my values as an educator and leader.
To be deeply understood and valued for who we really are is a basic human need. It is also unmistakably a privilege. It is a privilege because not everyone can trust that their whole selves will be tolerated in all spaces. It is a cultural loss. The impact is a ripple effect; we stop bringing the best of ourselves into spaces where difference is not well received. It is a missed opportunity to learn from one another and to consider the solutions created from divergent ways of thinking.
Growing up, I watched my black father from the south navigate different spaces. He fought his way through college with no plan and no support. Fumbling through life, he hid who he was to survive. He hid his childhood, the poverty, the abuse, the foster care, and the pain that lingers when mental health goes untreated and leads to starvation and death. He was a brilliant man and I am not sure how many people knew that. He was a shadow.
I think a lot about what it means to be a black woman, an educator, a leader, a good sister and daughter. I think about what experiences our young people and families deserve to ensure that they are both seen and heard. I think about what it means to be a disrupter of cultural norms and practices that have historically oppressed groups of people who have not experienced being deeply understood and cared for.
As the incoming CEO of Envision Education, I have a deep sense of pride in the work of Envision Learning Partners (ELP) and the number of students who are impacted by thoughtful collaboration with smart educators across the country. ELP is about establishing learning opportunities for young people to be deeply understood and appreciated for how they learn and share with the world. The development and execution of performance assessments is equity based learning because it requires expansion of knowledge and exploration with people who carry different perspectives and experiences. It provides opportunities for young people to be seen, heard, and celebrated. It empowers independent thought and dismantles practice where authenticity is for some not all.
I believe in our collective work as educators and the power of unity. Together we can move students from the shadows and into the light where all students can and will thrive.
Get to know Jillian more in the June ELP Lounge, RSVP here.
Guest Blog: Kina Evans, Bully Talk
Impact Academy alum, Kina Evans, shares how her time at Impact shaped her path from student to educator and now CEO. Walking the halls of Impact Academy, Kina learned not just academics, but how to find her voice, lead with confidence, and envision a future bigger than herself. After earning her master’s degree and teaching for six years, she founded Bully Talk Inc., a nonprofit dedicated to empowering youth and transforming school culture. In her ELP Guest Blog, Kina reflects on how Impact Academy’s lessons continue to guide her work as a leader, advocate, and change maker.
From Student to CEO: How Impact Academy Shaped My Path
Walking through the halls of Impact Academy in Hayward, CA was where my journey truly began. As a student, I didn’t just learn academics—I learned how to find my voice, lead with confidence, and envision a future bigger than myself. Those experiences planted the seeds for everything that would come after graduation.
After Impact, I pursued higher education and proudly earned my master’s degree. One of my proudest moments came when I was invited to appear on The Jennifer Hudson Show, where I was able to share my story and the mission behind my work. It was a reminder that the impact of our voices can carry far beyond the classroom.

For six years, I poured my heart into teaching, working directly with students and families every day. Teaching was more than a job—it was a calling, and it gave me the foundation to see where my true purpose was leading me. Eventually, I made the decision to transition into substitute teaching so I could dedicate more of my time and energy to building Bully Talk Inc., the nonprofit I founded to empower
youth, transform school culture, and create safe spaces for students everywhere.
Looking back, I can see just how much Impact Academy changed my life. From the lessons I learned as a teenager to the resilience and drive I carry today, Impact has been a thread running through every step of my journey. It helped shape not just who I was then, but who I am now—a leader, an advocate, and someone committed to making a difference in the lives of others.


Guest Blog: Kina Evans, Bully Talk
By Michael Viera, Envision Education’s College and Career Pathways Manager
Several years ago the city of Oakland came together to support college and career programming for high schoolers, by advancing and deepening career pathways in alignment with the Linked Learning Alliance standards and methodology. The Linked Learning Alliance hosts an annual conference where educators share best practices and takeaways from school sites around the state. Oakland schools always show out in big numbers at the conference, but this year it took place in downtown Oakland, so the presence was even greater.
I had been to the conference previously, but this time was different. Being my 3rd year at Envision in this role, I felt like I finally understood what it was all about. I had colleagues from Envision Learning Partners in attendance and collaborating with me. I got to connect with colleagues from other Oakland schools. I knew what to look for and who to listen to in order to improve our programming at Envision Academy and across the Envision network.
The conference was motivating, to say the least. It is a breath of fresh air being in rooms of educators who are excited and realistic about their work in schools, and who understand the skills students need to have success in their futures.
I came back from the conference and immediately organized Envision Academy’s first job fair since COVID. We had twelve community partners visit our campus to share information with students on internship opportunities, after school and summer programs, and community resources. Students seemed excited about these experiences that they can be a part of outside of their regular curriculum.
At the end of the event, two students stayed back and pulled me aside. I thought something bad had happened. Instead, one of them simply said, “Mr. Viera, we just wanted to thank you for putting together this event. It’s really inspiring to see all these opportunities we didn’t know about until now.”
After a couple of weeks of back and forth emails and phone calls with partners, planning meetings with administration, and quite literally running around setting up tables and chairs on the day of the event, those students made it all worth it. When students are able to take their learning outside of school walls and make connections with their community, they feel seen and they thrive.
Hear from Michael and ELP Assessment Design Partner, Josette Neal-De-Stanton on their takeaways from the Linked Learning Conference.

Guest Blog: Linked Learning in Action By Michael Viera
We are honored to introduce Michelle Molitor, Executive Director of The Equity Lab. Their equity work began as a response to the urgent need for culturally responsive systemic change for our most vulnerable students. Ms. Molitor has partnered with and led work alongside several national and regional education agencies and works directly with organizations across the education ecosystem, including the Department of Education, philanthropic groups, district offices, schools, and education-facing nonprofits. Michelle wrote this piece in partnership with Nicole Young.
The Kids Are Not Alright… Michelle Molitor and Nicole Young
Even the kids are feeling it.
You can see it in the weary, glazed-over looks of your friends’ children on Instagram. Or in the hilarious quotes parents post about homeschooling on Twitter. Children, too, are tired of sitting in the house each day looking at their siblings, learning from their parents and their disembodied electronic teachers, and being unable to see their friends.
A friend recently posted about her four-year-old’s utter meltdown when she bombed their house for ants. He was devastated that she’d destroyed the only friends who had come to visit in weeks.
We’ve talked a lot about mental health during this pandemic, but we are often talking about adults. Kids, we assume, are resilient and much more adaptable than ourselves; we’ve decided they will be just fine. But children are feeling the same immeasurable strain adults are.
We are communal mammals, and our brains are not designed for social isolation. It’s difficult to parse the cascading grief we’re feeling at the loss of loved ones, time with friends, activities we enjoy, or income — even as adults. How much more onerous must it be for children, who face the same realities with less insight into what is causing them?
Some of the most accessible and cost effective mental health options for children in America are delivered through our schools. And when schools shut down, a lifeline for children in desperate need of counseling and support all but collapses.
In the COVID-19 world, we need to think differently about how we provide for the whole child. As traditional schooling changes, it is imperative that we consider how to support children with trauma, kids whose homes may not be safe, and queer and trans kids navigating their identities in hostile environments.
When we assume children are fine, that they are in less need of mental or spiritual support than ourselves, we are tacitly asking them to sublimate a portion of who they are. In doing so, we limit their complexity, ignore their needs, and most alarmingly, ask them to flatten themselves so that we can believe they are all right.
Grounding in History
There is a violent legacy of assimilation in American schooling. Throughout our nation’s history, the most vulnerable students have been rounded up, tracked, beaten, and punished for being who they are.
In 1824, then Secretary of War John C. Calhoun created the Bureau of Indian Affairs, an office in the U.S. Department of the Interior that was tasked with “civilizing” and controlling Indigenous and Native American tribes across the country.
In addition to forced displacement and brutal subjugation, the Bureau of Indian Affairs also oversaw the creation of “Indian boarding schools.” These schools, which operated for more than 100 years (from 1860 to 1978), were specifically designed to force the assimilation of Indian children to white culture and the English language.
Indigenous children were taken from their homes, often without their parents’ consent, and sent to live in these boarding schools. Their hair was cut and their clothes were burned, they were beaten for using their native languages, they were often abused by their caretakers, they were forced to practice Christianity, and their cultural and familial ties were severed.
In 1892, Richard H. Pratt, the man who established the Carlisle Indian School in Pennsylvania, famously delivered his “Kill the Indian, and Save the Man” speech. Indians were, in Pratt’s opinion, only worth saving if they could be Americanized. Every part of their Indian identity and culture was savagery that must be stripped away. His was the prevailing thought driving American policy and law through the turn of the 20th century and until the Indian Child Welfare Act was passed into federal law in 1978.
Even as John Dewey’s research was leading a national discussion about educating the whole child, Indigenous and Native American children were enduring an educational system that viewed their cultural identity as a scourge to be erased.
Listening to Those Most Impacted
By 1978, generations of Indigenous children had been forcibly assimilated through schools. In their own chilling accounts, survivors of this trauma recount the voicelessness that permeated their experience; they were unable to speak their own native tongues and unable to voice dissent in the language that was forced upon them.
Are we listening to our students when they tell us what they need today? As children fight to stay engaged on laptops all day or dissolve into tears over dead ants, do we hear them?
A global pandemic, we’re learning, affects everyone — in ways large and small. And instead of insisting children put on a bright face in the midst of such global uncertainty, it is incumbent upon us as educators, parents, and community members to ask them what they need to feel supported.
For children who are struggling in homes where their identities are under attack, this is even more important. How do we make room in our thinking, and eventually in our policy making, to prioritize the voices of LGTBQ students, students facing abuse, or those struggling with trauma and depression?
COVID-19 has cracked wide open the deficiencies in our education system. But as we reconfigure the system to support adult needs, are we listening to young people?
Advocate for Radical Change
We see echoes of the Indian boarding schools’ philosophies in our classrooms and schools today. Students are asked to leave their identities at the school door. Black, Latinx, poor, and immigrant parents are seen as nuisances rather than co-designers in their children’s education.
However, students do not come to school as empty vessels waiting to be filled. Instead, they come full of incredible strengths and their own individual stories. To make radical change in this area would be to create an education system that encourages children to lean into their identities and genius, rather than stifling them for adult comfort.
We will only see a radical shift in American education when we begin to devalue compliance and assimilation. As much as children need structure, they also deserve an education that is compassionate and treats them as the whole people they are.
If we reimagine an educational system that serves the whole child, parents, families, students, and educators must be equal partners in defining its purpose and leading its design. For vulnerable students, those facing abuse or those whose families would punish them for being LGBTQ, a holistic model must address the realities they face when they get home.
Ultimately, radical change means investing in the whole child being able to heal and thrive.
Build and Iterate
Assimilation is a tool, wielded by a racist, homophobic, sexist, and capitalist society to quell difference. Its dominance in our education system means that we are stifling children and actively ignoring their needs as physical, mental, and spiritual beings. But if such an oppressive system is designed, it can be redesigned.
This requires recreating an education system with the needs of the most marginalized children at the center. This necessitates adults mobilizing in support of children — not on their behalf. And it demands a different orientation to the many facets of childhood in a rapidly changing world.
Want to Learn More?
Watch Unseen Tears: The Native American Boarding School Experience in Western New York
OR
Read Moving Equity Work Toward Action in the Age of Covid-19
A Parent’s Reflection on the Driver’s Test Analogy
Here at Envision, we frequently use the Driver’s License Test analogy to talk about Performance Assessment: it is a clear and familiar example of showing you are ready for a momentous next step by demonstrating what you are able to do (drive) with what you know (driving rules and regulations).
As a mom, I recently had a chance to consider this analogy from a distinct vantage point: the passenger seat. Helping my daughter learn to drive has given me the opportunity to expand on this beloved Envision metaphor with some key observations related to Performance Assessment.
First, it can be abjectly terrifying to drive with an “emerging” driver. In Lola’s first few forays on the road, I had several white-knuckle experiences that will be familiar to any parent of teens. I had multiple visions of catastrophe. I may have screamed a couple of times. And I realized it was the loss of control that really unsettled me. It is daunting to realize there is NO OTHER WAY for your child to learn how to drive except by LETTING GO OF CONTROL. It dawned on me that it must also be hard for teachers to let go of control in the classroom. Of course, classroom performance assessment does not pose the threat of bodily harm the way hurtling over the Bay Bridge on my daughter’s maiden voyage did. But I found it interesting that I struggled to give up control even though I knew she was ready for this important step. I struggled in safer situations too—complete with pressing on the non-existent, passenger side brake—and sometimes found it hard to articulate instructions. It made me curious about how teachers confront and manage this struggle.
Secondly, teacher-student relationships really do make a difference in student success. Lola took the test twice: she failed the first time. The first instructor was dour, unfriendly, and impatient. According to Lola, she gave the directions (turn left, turn right) with very little time between instruction and execution. She wasn’t receptive to clarifying questions. She did not smile. Two weeks later and the difference could not have been more stark: the second instructor was friendly and engaging, immediately introducing herself to both of us. After the successful test, Lola was effusive about how different this second experience was. This instructor took the time to give Lola a friendly overview of what the test would be like. When she noticed Lola was nervous, she offered suggestions for how to relax a little bit. For Lola, having the instructor see and acknowledge her anxiety helped enormously. Out on the road, when Lola made some small mistakes, the instructor said things like “this is a mistake I make sometimes too, so just keep in mind xyz…”. She also gave directions clearly, with time for Lola to execute on them, and was patient with questions. With that kind of assessor in the seat next to her, Lola was able to drive the way she knew how, and of course she passed.
In the days since Lola has been whizzing around the Bay Area on her own, I have thought often about this woman, her skill at her job, and the way she helped my daughter. It strikes me that performance assessment, at its best, is about not only challenging the learner but also creating conditions for her success. And I’m once again grateful for teachers who are practiced in the art of both supporting students and letting them truly show what they know and are capable of.
For more of Monica’s “parent perspective,” check out this 2018 post in EdWeek: The Gift of Portfolio Defense.
Morgan Vien writes about ELP’s work with Alliance College-Ready Public Schools
ELP and Alliance kicked off our partnership in the 2018-19 school year. In our first year we worked together to deeply engage around building a graduate profile. In 2019-20, we have been engaged with the Alliance team to develop a vertical articulation of the graduate profile with the intention of using that vertical articulation as a tool for a few things:
- Make the graduate profile accessible across all grade levels and contexts for instruction and whole student support, and to be able to align their model, too.
- Use it as a way to continue to engage their stakeholders and to scale their graduate profile work.
What are some of the enabling conditions that allow Alliance to be great partners with ELP?
- Alliance leadership has had conversations about the power of a graduate profile and that it was born based on this movement to not only get kids into college but to ensure kids have the soft and hard skills to get through college as well. Because of that, there’s an established value set within the leadership, home office, principals and micro-communities of these hard and soft skills and desire to codify measures for all of those.
- Alliance’s leadership in the Home Office have a deep sense of equity, high expectations for students, a clear expectation of that change management looks like on the leadership level, a deep respect for school leadership, and a real want to do it well and to get real buy-in. Finally, a real understanding that this work is complex, that it takes a human to hold the work and to orchestrate that and that they can truly have design teams doing the work and have teachers being the faces of this work.
- Thoughtful, intentional choices around how to roll out the work, who does it and a clear value in the resources behind the movement for their graduate profile.
- The Alliance team is really committed to what they do, and are also coachable – tight on criteria and loose on pathway.
- Alliance has a dedicated person directly holding the work, tight attention to process and product, and collective ownership of the work.
- Alliance has a strong culture for quality of engagement and quality of work leading to a commitment to being timely, thorough and intentional with what they are doing.
ELP Executive Director, Justin Wells, with the Alliance team.
ELP looks forward to our continued partnership with Alliance!
For more information about Alliance, click here to see their Partner Profile.

NO RESIGNATIONS ALLOWED
By Dr. Sabrina “Bri” Moore
- Founder of 3Ls: Literacy, Leadership & Liberation
- Program Director Systemic Instructional Review Alameda County Office of Education
- Oakland Native: Former OUSD Student, Teacher and Principal

As a former student, teacher and principal and current director in education, I have a question. Am I the only one wondering how THE GREAT RESIGNATION will impact an already exacerbated teacher shortage? If I am alone in this wondering, please do not keep reading. If, however, like me, you’ve seen the statistics that say over 4 million and growing individuals have decided to leave their jobs for greener pastures and you remember what it was like when you or someone you know became an overnight homeschool educator; then you’re still reading.

According to Jill Tucker of the S.F. Chronicle, the pandemic ushered in unprecedented numbers of teachers retiring from the profession, “a survey found that 62% of [retired teachers] … decided to retire earlier than they had planned to.” This blog post is my meager attempt to plead with and support all teachers and educators to stay in your job; whatever you do, do not resign. You are needed and greatly appreciated. Nothing about teaching and leading is schools has ever been simple or easy. In fact after the last few years we have had, I can say with certainty, I am not alone in my belief that teaching and leading in schools is not for the faint of heart. Daily educators wear the hats of many as they impart knowledge and provide conditions that support student learning and social emotional wellbeing; sometimes without consideration of their own. Compound this with wearing masks, staying safe and contact tracing and, I too am at a loss for words.
All that being said, educators, school folx, the people who show up for our young people each day, to you, I have a few words of wisdom for your own learning and social emotional wellbeing; do all of this and when you return in the Fall you have my word that the students you love and learning that follows good teaching will be there waiting.
The words of wisdom I will share are as follows:
- Pause to remember “your” why. Why did you become a teacher / educator / champion of students? (Make a list.)
- Pause, take the break you need, with the holidays approaching what type of rest do you need? Are you like me and want to just read a good book and listen to your family argue about nothing or maybe a completely quiet space for reflection.
- Pause and think about all of the wins this year; what’s going well? What has brought you joy that you can build on?
If none of that works for you, fill in the blank. Pause __________________. What any therapist, counselor or coach will tell you is before making a decision that will impact your life in ever rippling ways and in the case of school educators the lives of so many others you should Pause.

Pausing is not what we are best known for in Oakland. We [as an Oakland native I feel like I can speak for the we of us] are known for leading out on the latest and greatest campaign, initiative, change, challenge or charge for social justice, civil rights, advocacy and action. We are not however known for the EPIC PAUSE. Yes I just made that up but, stay with me. I’m starting a new campaign for all educators and if you are not an educator (which is debatable; we all are in some way) you too. Until the FALL of 2022 let’s commit to the EPIC PAUSE. The epic pause is the moment we take to think deeply about our why, ask great questions, remember what it was like before the Covid-19 Crisis and what it could be like if we all banded together to build the diverse and stable staff called out in the Oakland Unified School District’s strategic plan.

If you all commit to that, my team and I at 3Ls will commit our work, life, passion and energy to the mission of 3Ls: Literacy, Leadership and Liberation. Where we offer a “whole child” full-service community model for alternative literacy opportunities to educate and empower students, families, community members and educators, led by people within the community itself, to break cycles of illiteracy and generational poverty one neighborhood at a time. We promise to show up everyday so that every student can read, every school we serve receive quality coaching and professional development leading to better literacy, leadership and liberatory ways of being for all.
Dr. Sabrina “Bri” Moore
3Ls: Literacy, Leadership & Liberation
510-685-1329

Follow us: 3Ls on Social Media
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Bri is also an alumni of ELP’s Deeper Learning Leadership Forum.
Challenge Success-Stanford Survey of School Experiences, our student experience survey with dozens of school teams each year. While the survey covers many topics within student well-being, engagement, and belonging, one of the key metrics we discuss with schools is stress. Across hundreds of thousands of responses and 10 years, assessments, tests, and grades are consistently some of the top sources of stress for middle and high school students.

Productive Stress vs. Unhealthy Stress
Experiencing stress is not negative in and of itself. In fact, learning how to adapt to productive stressors such as a difficult subject or strenuous exercise is how we grow and develop. However, the stress students feel from assessments is too often an unhealthy form of stress. Traditional summative assessments, typically tests and quizzes, are clearly linked in students’ minds to grades, transcripts, and the post-secondary stakes associated with them. In this context, assessment can become a source of fear, anxiety, and dread. Some students respond to this stress by plowing hours of time studying and preparing at the expense of their sleep and other activities, while others might shut down, procrastinate, or resort to last-minute cramming. These strategies might help them score well, but don’t do much for long term learning.
Schools are in a challenging position because they are responsible for promoting student engagement, well-being, and belonging while also preparing them for post-secondary admissions and learning in the higher education system.
How can schools help students engage in rigorous, transferable learning in ways that help navigate this tension?
One promising path is to take a clear eyed look at assessment practices. When schools make time to consider why and how they assess, who their assessments are for, and ultimately what they want their assessments to look like, they often express a desire to make assessment to feel authentic and personally meaningful. They want assessments that inspire effort and growth, that demonstrate high levels of learning and a depth of understanding, and most of all that feel meaningful and important to their students.
In other words, they want more performance assessment.
Performance assessments are tasks where students apply their knowledge and skills to solve real problems, create authentic products, or demonstrate mastery in contexts that mirror professional or real-world situations. Think science experiments designed to solve local environmental problems, history projects creating museum exhibits, or math challenges proposing a redesign of a public park.
While talk of performance assessment often centers around all the ways it is a superior measure of complex, transferable skills, what I want to lift up here is how performance assessment done well is also a major lever for students’ overall well-being, engagement, and belonging.
Better for Well-Being: From Uncertainty to Productive Pressure
One of the biggest stressors for students is the uncertainty surrounding traditional assessments. They worry about what will be on the test, whether they studied the right material, and how their performance will impact their grades. This anxiety is not just about the difficulty of the work—it’s about the unpredictability of the assessment itself.
Performance assessments help eliminate this unnecessary stress by making expectations clear. During high quality performance assessments, students receive rubrics, exemplars, checklists, and guides that outline exactly what success looks like. With excellence made clear, instead of wondering “Will this be on the test?” students can instead start asking “How can I make my work stronger?” There’s still pressure to perform, but it’s a productive pressure, the kind that pushes students to pursue their best rather than paralyzing them with fear.
Additionally, traditional assessments often take a “stop and measure” approach, where the assessment feels like a separate event from the learning. This disconnection positions assessment as an, often high-stakes, judgment rather than part of the learning process. With performance assessments, students have the opportunity to learn through the assessment itself. They reflect on their work, receive feedback, and have opportunities to improve as they work towards a final product. The standards for quality remain high, but the process of pursuing those standards nurtures effort through emphasis on quality, revision, and growth rather than relying on high stakes for high, stressful effort.
Better for Engagement: From “Doing School” to Full Engagement
A common complaint from students is that schoolwork feels meaningless. They don’t see how what they’re doing in class connects to the world outside school or their future goals. In our Challenge Success Survey data, our most consistent finding is that students are mostly “doing school” when it comes to their engagement. They are working hard, paying attention, and turning in assignments, but they don’t have a strong sense of purpose, let alone interest in their work. Traditional assessments reinforce this disconnect, as they often emphasize memorization and rote recall rather than deep understanding and application.
Performance assessments change this dynamic by making learning more relevant. Instead of filling out study sheets to prepare for taking multiple-choice tests, students can be asked to tackle complex projects, solve real-world problems, and create authentic artifacts that mimic the kind of work professionals do. When students see that their work has real-world applications, they are more likely to find it meaningful and stay engaged.
Another key component of performance assessments is choice. Students have more agency in how they demonstrate their learning, whether that means choosing different materials, exploring unique lines of inquiry, or deciding how to present their findings. This autonomy increases motivation and makes learning more enjoyable. Plus, when students are able to tap into their strengths in their particular approach to the task, the assessment becomes more personally meaningful and enjoyable.

Better for Belonging: From One-Size-Fits-All to Each Voice Matters
Belonging is a crucial element of a healthy school experience, and performance assessments can play a major role in building a strong classroom community and individual excellence.
Belonging starts with connection, and performance assessments create space for meaningful teacher-student interactions. Because these assessments often involve complex work and ongoing feedback, teachers have more opportunities to connect with students one-on-one. These conversations help build trust and rapport, reinforcing the idea that teachers are there to support learning, not just evaluate performance.
Additionally, performance assessments encourage peer collaboration. Unlike traditional tests, which often promote competition and isolation, performance-based tasks allow students to collaborate, give each other feedback, and share ideas. This fosters a sense of shared purpose and community, shifting the classroom culture from “every person for themselves” to “we’re in this together.” The result? A stronger sense of belonging and a more positive learning environment.
Belonging is also related to our sense of identity. As we seek to inspire all learners to high levels of personal excellence, performance assessments provide opportunities to embrace a broader vision of excellence. Traditional high-stakes tests tend to privilege certain test-taking skills and a narrow range of talent, while performance assessments allow multiple ways to demonstrate understanding, empowering students from different backgrounds or with different strengths to succeed. Additionally, when students are able to make individually meaningful choices in their work, they are able to bring more of their full selves to their learning and to the classroom community.. This not only enriches their personal experience, it creates greater opportunity for connection and relationship building with teachers and peers.
It’s also important for students to see examples of successful work from people with diverse backgrounds, especially in fields where certain groups have been historically underrepresented. For example, young women of color in science classes can and should see examples of women of color thriving in those fields through exemplars, stories, and real-world models. Seeing themselves reflected in the work they’re being asked to do can build both belonging and ambition.
The Takeaway
Shifting toward more performance-based assessment is no small task. It requires thoughtful planning, sustained effort, and, often the guidance of experienced experts like the team at ELP. But the rewards make it worth the investment. Students’ well-being, engagement, and sense of belonging are deeply interconnected, shaping their entire experience of school. High-quality performance assessments are one of the most effective tools we have as educators to nurture these dimensions of student thriving. By integrating them into our practice, we can create learning environments that challenge students intellectually while supporting them emotionally, socially, and developmentally.

Guest Blog: Performance Assessment is Healthy Assessment
Why did you apply for the Deeper Learning Leadership Forum (DLLF)?
[ELP’s Deeper Learning Coach] Alcine had worked with our district for a year, helping us develop our Graduate Profile. During one of our training sessions, she informed me of the DLLF geographic plan to include our area. That year I was also assuming a new role of Director of Pupil Personnel/Equity Officer and felt that the forum would greatly benefit my professional growth as well as the direction of my district.
What are the benefits of being a part of the DLLF?
Learning from a group of diverse educators has been the greatest reward. There are members from large and small districts who are willing to go on the deeper learning/equity journey that will take our school systems to the next level.
How has it helped you with your professional work?
The DLLF experience has provided me with a network of educators that will serve as a professional learning community for 18 months and beyond. The structured and unstructured collaboration has allowed me to introduce ideas in my district that “disrupt” the typical processes of education.
What is your individual project?
Introducing equity systems across my district. Building the concept of equity in our district is definitely in its infancy stages. To complete my project, I used Kotter’s 8 Stages of Change to introduce and implement equitable practices in my district.Robert is the Director of Pupil Personnel and Equity Officer for the Mason County School District in Kentucky.
Learn more about the Deeper Learning Leadership Forum experience by clicking here.
In these extraordinary times, we need schools that prioritize the whole child.
I have two daughters – ages 12 and 9. Both attend our neighborhood K-8 public school, an easy five-minute walk from our home. Like many working parents with school-age children, my spouse and I juggled our work and parenting responsibilities in pre-COVID times to make sure we spent quality time with our children, provide support with math homework and longer-term projects, and support their participation in enrichment and extracurricular activities. Sometimes math homework sessions ended in tearful or rage-filled meltdowns, and at other times, perfectly decent drafts of writing projects ended up as torn or crumpled pages thrown across the room. On the flip side, one of my daughters exuberantly and proudly shares her creations in a game simulation, and the other eagerly accepted swim lessons after years of rejecting them so she could keep up with her friends at pool parties. If any of this sounds familiar, you are in good company. Based on my experiences as a parent, educator, and researcher, I have come to understand a singular truth about learning – that ALL learning is social-emotional learning.
Recall a time when you struggled to learn something new at some point in your life. What emotions did you feel in your struggle? What factors helped you persist in the learning process? I recall shedding tears over long division in third grade, lacking confidence to contribute to class discussions, and anxiety over a lifetime of failed swim lessons. Sometimes, all I needed was a friend to show me how they worked a problem, an invitation from a teacher to share my ideas, or an opportunity to practice the skill again and again. Thinking about those times, it is clear to me that there is a social-emotional component to all aspects of learning. Over the last two decades, researchers have documented the critical role that social-emotional factors play in student outcomes such as grades, school persistence, and test scores (Durlak, et.al., 2011; Greenberg, et.al., 2003; Sklad, et.al., 2012; Taylor, et., al, 2017). Encouragingly, in recent years, there has also been a growing awareness of the importance and value of students’ well-being (the Stanford Prevention Research Center (2019) defines well-being as “a holistic synthesis of a person’s biological, psychological, and spiritual experiences, resulting from interplay between individuals and their social, economic, and physical environments that promotes living a fulfilling life.”) and “whole-child development” (see Turnaround for Children’s Building Blocks for Learning for another whole-child framework) as a valued goal in and of itself.
From 2016-19, I had the opportunity to direct a research study with a team at the Stanford Center for Assessment, Learning, & Equity (SCALE) and ELP called “Measures of Social-Emotional Learning,” a project supported by the William & Flora Hewlett Foundation and the Stuart Foundation, to explore the possibility of developing credible, instructionally-embedded sources of evidence about students’ SEL development that can be used to inform students’ and teachers’ next steps. We wanted to go beyond traditional pupil survey instruments that, in many cases, do not provide timely and immediately actionable information about specific students (there are a couple exceptions: the Co-Pilot/Elevate program developed by PERTS (Project for Education Research that Scales) engages students in multiple short-cycle administrations of a brief survey that provides targeted, disaggregated information to teachers and can be used to inform immediate next steps; Project Co-Vitality allows for tracking individual pupil responses over time. Both instruments are proprietary and require registration with their programs), to explore authentic sources of evidence in contexts where students actually apply social-emotional practices in the course of engaging with academic content. This study was completed in partnership with teachers in student-centered learning contexts where students were engaged in project-based learning and exhibitions/defenses of learning. The Executive Summary provides an overview of our findings.
The findings from that study have strongly influenced my understanding of the importance of whole-child development, the integration of social-emotional learning in all aspects of learning in school, and the learning environments that are necessary for students to develop as self-directed learners with ownership of their learning and agency over their lives. Teachers, families, and other adults in the school community play a critical role in shaping the learning environments and conditions that nurture students’ SEL development. These learning environments shape whether students feel empowered to make choices in their learning and whether student voices are honored and heard. A culture of mutual respect, support, and safety among students is needed to empower student voice and choice. If students are to have ownership and agency in their learning, they need a low-stakes “trial and error” culture where they feel safe not getting things right on their first, second, or even third attempt, where academic and creative risk-taking is applauded, and grading policies value growth and effort over initial success. A culture that values growth also provides regular opportunities to receive constructive feedback from peers and teachers, and supports students to act on that feedback. Through the study, our team came to understand that all teachers, not just counselors and advisory teachers, need to be equipped to understand the social-emotional well-being of their students and the role that all teachers play in creating the learning environments that support students’ SEL.
During the research project, based on evidence of how well teacher-developed measures of SEL worked for students, the research team authored a framework that describes opportunities for developing and demonstrating social-emotional learning in the context of PBL and Exhibitions of Learning. The framework proposes a set of design principles for credible and valid measures of SEL:
- Authentic audience and purpose
- Student-centered (supporting choice and ownership)
- Socially constructed or mediated
- Learning context demands demonstration of SEL practices
- Ongoing, repeated, varied, multi-faceted
- Produces actionable evidence
One key learning from the study was that students need an authentic purpose and audience for engaging with measures of SEL – this is similar to the way authentic performance assessments can spark and sustain student motivation and more validly measure a complex skill. For example, when students reflect on their own and their peers’ “team mindset” skills in the context of completing a joint project, the feedback they give each other and their own reflections on how they contributed to the project are more meaningful, honest, and valid than completing survey items on their collaboration skills without a specific context. Another key learning is that measures that engage students in socially constructed or peer-mediated sense-making (e.g., those in which students have opportunities to share learning goals with a buddy, discuss evidence of their progress on those goals, set new goals, and hold each other accountable) were seen as the most authentic and valid SEL measures by students and teachers. This is the “social” in social-emotional learning. Most students learn and perform best when they have opportunities to engage with others (whether peers, teachers, or mentors) in authentic discussions, collaborative projects, or when receiving feedback and coaching. This allows them to process complex ideas through conversation, build and validate their understandings, make meaning of common experiences, and refine their own ideas. The interactions students have with others in the process of learning something new is not just a “nice to have” – it is an essential component of the learning process.
The need for teachers to become better equipped to nurture their students’ SEL (and by extension, attend to their own social-emotional well-being) has been amplified by a range of crises and challenges over the last two decades — a rise in school shootings, growing awareness of the harms of in-person and cyberbullying, unnecessary use of police force in schools and disproportionate over-application of disciplinary action and criminalization of Black and brown students, increasing poverty and homelessness, children in foster care, a national opioid epidemic, the plight of undocumented immigrants living in constant fear of ICE, and the marginalization of LGBTQIA+ students, to name a few challenges to well-being that children in American schools currently face.
During the global COVID-19 pandemic crisis, it has become even clearer that we need to attend to the social-emotional needs of children as well as the adults that mentor them to create safe learning conditions that shape how students will be able to cope with the health crisis and a world where threats to their very existence feel more real than ever. The pandemic crisis and distance learning pulled back the curtains on deep systemic inequities in the ways students from Black, brown, and other marginalized communities have been left behind. Schools mobilized to provide for the needs of millions of children across the U.S. whose only steady meals came from the school lunch program, and did their best to overcome the deep gaps in access to the computing technology and Internet service needed to participate in online learning. Even with the heroic efforts of their schools, many of these students fell through the cracks and existing inequities widened. In addition, many public school students suffer from homelessness (114,000 in New York City and 17,000 in Los Angeles alone), lack of access to healthcare, worries for parents who must risk becoming infected everyday because they are essential workers, and sometimes abuse in the home. On top of these extraordinary stressors, Black and brown children suffer immensely from seeing the violent murders of people who look like them by the police and other individuals, with almost no consequences for perpetrators and no justice for the victims. And children of Asian American Pacific Islander descent are increasingly becoming witness to or victims of overt racist attacks by individuals blaming them for “bringing the Coronavirus”. In the face of these immense sources of stress, fear, and trauma, what should schools and teachers be doing to prepare for the next academic year, which begins in less than a month in some districts?
Rather than preparing to be instructors of content, teachers must be prepared to be instructors, coaches, and mentors of children. This juxtaposition of these two teaching dispositions is not a new idea; nor is it intended to be mutually exclusive. It is entirely achievable to be a teacher of children and a teacher of content. And in an equitable classroom that prepares students to cope with the current challenges in their lives and the world they will face as adults, teachers must fulfill both roles. However, it is imperative now more than ever that teachers attend to the needs of the whole child, not just their academic needs. In this moment, when there is so much healing and recovery that students, families, and teachers need to do in the face of a pandemic that continues to rob people of their health, jobs, homes, and basic sense of security, and heightened anger about the racial disparities in our justice system and basic civil rights, we will cause more harm than good if we simply return to the past patterns of policies, practices, and priorities of “normal” school, as argued by Adelric McCain (Network for College Success, UChicago) and Hugh Vasquez (National Equity Project). Indeed, we should remember that “normal” school has not worked well for vast numbers of school children, especially Black and brown children, English learners, and children with special needs. In many cases, students have been traumatized by their experiences with “normal” school. Dr. Pedro Noguera suggests constructive ways for reopening schools in a way that puts equity at the center.
This is a time to prioritize the well-being and social-emotional needs of students, their families, and their teachers. Before we can demand that teachers teach their content effectively (in-person or via distance learning) or expect that students catch up on all the academic learning that did not happen in the Spring, we have to ask whether members of the school community, but especially children, feel safe, seen and heard, and supported. The well known Adverse Childhood Experiences Study (1995-97) found that certain traumatic experiences in childhood are major risk factors for the leading causes of illness and death as well as poor quality of life in the U.S. However, the same study also found that the effects of these traumatic experiences can be offset by the presence of one dependable and caring adult in a child’s life. Sometimes, that adult is a mother, father, or a relative. More frequently, that stable, caring adult is a teacher or mentor (Paper Tiger film; Resilience: The Biology of Stress & the Science of Hope film). There are not enough school counselors, social workers, and mental health providers to meet the explosion in need, especially with anticipated school budget cuts (S. Kohli, Los Angeles Times, 5/7/20). Teachers and other caring adults in children’s lives will need to step up and work together to help children recover from the traumas experienced during the pandemic school closures and even before that.
Implications for pedagogy and practice. When teachers are instructors, coaches, and mentors of children, teachers begin not by testing students about their reading and math knowledge, but by prioritizing learning about their students – who they are as persons – their strengths, interests, and lived experiences, their families, their communities, and their cultural/language backgrounds. Teachers begin also by establishing classroom norms, routines, and a culture of safety, mutual respect, risk-taking, personal and social responsibility, personal and social awareness, peer support, and low-stakes learning through “trial and error”. They endeavor to build trusting relationships with their students and their families through ongoing communication and inviting families to be a partner in their students’ learning. They check in regularly with their students and invite them to share their successes, struggles, and needs. They create opportunities for students to build relationships with their peers, which provides a powerful authentic context for students to experience healing and support – something we learned from our research study on measures of SEL. Relationship building is an ongoing process that will be challenged by events in and outside the classroom across the year. When incidents of racial injustice and intolerance occur in school and outside of it, teachers do not gloss over these events or pretend they didn’t happen. Teachers who care for students’ social-emotional well-being confront these issues head-on, centering the voices of marginalized students as they process these issues and encourage students to respond in appropriate ways. Teachers are prepared to respond to instances of racism, disrespect, or conflict within the classroom as a mediator, rather than as a punisher, to repair relationships and restore a culture of mutual respect, as well as respond to crises or traumatic experiences (with the support of families, counselors, and social workers) that affect students’ social-emotional well-being.
Some teachers may have an intuitive ability to build relationships with students, create and maintain a classroom culture of safety, support, and mutual respect, and respond appropriately to the effects of trauma in students’ lives. However, this is a skill set that many teachers will need to learn and practice. Thankfully, there are resources and an established knowledge base to draw upon from counseling psychology, social work, and the mental health field. Below are some organizations and resources that can support your school staff as they consider beginning the journey to becoming instructors, coaches, and mentors of children, prioritizing the well-being of the whole child. Our team of ELP coaches has expertise and direct experience with these student-centered, whole-child pedagogies and practices; we have also created research-based tools and design frameworks for designing measures that elicit instructionally-embedded evidence of social-emotional practices that can help teachers better understand their students’ social-emotional strengths and needs and create learning environments that nurture their SEL development. We invite you to reach out to us to learn more about how we support districts and schools.
Organizations
ChildTrends/Child Trauma Training Center (UMass)
Culturally Responsive Education Hub
National Child Traumatic Stress Network
Trauma Sensitive Schools (National Association of School Psychologists)
Readings and Research
Forbes, H.T. (2012). Help for Billy. Boulder, CO: Beyond Consequences Institute.
Harris, N.B. (2018) The Deepest Well. New York, NY: Houghton Mifflin Harcourt.
Kaiser Permanente & CDC (1998). Adverse Childhood Experiences Study
Menakem, R. (2017). My Grandmother’s Hands: Racialized Trauma and the Pathway to Mending Our Hearts and Bodies. Central Recovery Press
Minahan, J. (2019, Oct). Trauma Informed Teaching Strategies. Educational Leadership, 77 (2), 30-35.
Newhouse, C. (2020, April 6). Four Core Priorities for Trauma-Informed Distance Learning. KQED Mind/Shift.
Porges, S. (2011). The Polyvagal Theory. New York, NY: W.W. Norton & Company
Resilient Educator (2020). Essential Trauma-Informed Teaching Strategies for Managing Stress in the Classroom.
Teaching Tolerance (2020, March 23). A Trauma-Informed Approach to Teaching Through Coronavirus.
van der Kolk, B. (2015). The Body Keeps the Score. New York, NY: Penguin Random House.
Yusem, D. (2019, May 31). Restorative Justice in Schools: SEL in Action. Mindful Schools.
Resources for Adult Well-Being
Emotional Well-Being and Coping During COVID-19 (UCSF)
That Discomfort You are Feeling is Grief (Harvard Business Review)
Self-Care for Teachers of Traumatized Students (Resilient Educator)
4 Self-Care Resources When the World is Terrible (Colorlines)
References
Durlak, J.A., Weissberg, R.P., Dymnicki, A.B., Taylor, R.D, and K.B. Schellinger (2011). The impact of enhancing students’ social and emotional learning: A meta-analysis of school-based universal interventions. Child Development, 82, (1), 405–432. https://www.cpr.org/sites/default/files/durlak_et_al-2011-child_development.pdf
Greenberg, M.T., Weissberg, R.P., O’Brien, M.U., Zins, J.E., Fredericks, L., Resnik, H., & Elias, M.J. (2003). Enhancing school-based prevention and youth development through coordinated social, emotional, and academic learning. American Psychologist, 58, 466-474.
Sklad, M., Diekstra, R., De Ritter, M., Ben, H., Gravestein, C. (2012), Effectiveness of school‐based universal social, emotional, and behavioral programs: Do they enhance students’ development in the area of skill, behavior, and adjustment? Psychology in the Schools, 49(9), 892-909. https://doi.org/10.1002/pits.21641
Taylor, R.D., Oberle, E., Durlak, J.A., Weissberg, R.P. (2017). Promoting positive youth development through school‐based social and emotional learning interventions: A meta‐analysis of follow‐up effects. Child Development, 88(4), 1156-1171
How are you advancing your Performance Assessment System? Is there one story you can share that illustrates how this work is benefitting your school, students or teachers?
The Antelope Valley Union High School District is located in the northern most part of Los Angeles County and covers over 1200 square miles. The Title I district serves approximately 21000 high school students at eight comprehensive sites and three alternative sites. The Linked Learning approach of rigorous academic and technical coursework, student supports and work-based learning is foundational to ensuring all students are both college and career ready. The district started work with Envision Learning Partners over three years ago with Lancaster High School’s Multi-Media and Engineering Academy and added the Biomedical Academy two years ago. Both academies received recognition as Gold Certified Linked Learning Academies in the 2019/20 school year, comprising two of twelve statewide programs to meet this acknowledgement of quality. Prior to the implications of remote learning, over half of the students in the Lancaster High School Multimedia and Engineering Academy completed their senior defense in front of a panel of educators and other stakeholders. In their third year, the performance assessment rubric used had been through several iterations to address increased levels of proficiency in areas of mastery and application of knowledge, meta-cognition, and presentation skills. With the onset of COVID 19 guidelines, the students who had not presented face-to-face senior defenses were given flexibility to present how and to whom. The Biomedical Academy at Eastside High School is in their second year of the process. The work done this year, facilitated by Envision, resulted in a revised performance assessment rubric that increased the level of rigor, relevance and expected outcomes. Additional focus to build capacity and increase fidelity of the performance assessment work around the district’s Graduate Student Profile was guided by Envision. Similar to LnHS, the rubric remained constant. The EHS teacher team also modified their senior defense process for students to allow more flexibility and choice on how and when students presented. Again, the decision aligned with the COVID 19 guidelines set forth from CDE and the district. Over 90 EHS students submitted senior defense work via online videos. The teacher who has oversight of the senior defense regularly communicated with the students and mentor teachers to identify areas of need and support.. During the weekly academy planning meetings, the teacher updated the team on the process and student progress within this new virtual instructional setting.
What have you learnt during this process?
Both schools’ academies that implemented performance assessments culminating with a senior defense commented that the teacher teams learned how to be more flexible and take input from various stakeholders. The acknowledgement of the increased level of stress amongst the team brought on by the uncertainties and impact of COVID 19 was balanced with the need and want to move forward for both students and teachers. It became important that they continued on the path even if meant modifications. At the district level, it was more evident than ever to let the process evolve from the teacher teams who were balancing many unknowns. They were the ones who understood their students and teacher team needs both personally and professionally. Each school took a different approach but both were successful.
What is the impact you are seeing on students and their work/teachers and practice?
Even with the interruptions, the majority of students were still committed to the process and wanted to highlight their learning/work. Because they were vested in the work and learning outcomes, many were proactive, inquiring about the presentations. There was a pride of reflection and accomplishment through a culminating assessment connected to their learning goals of their academy teachers. Now more than ever the students’ stories reinvigorated the teachers, reminding them of why they are educators. It allowed teachers to reflect on their practice, to find innovative ways to engage students and focus on the assessment piece. The work they had done throughout the year was on display instead of the daily challenges they were experiencing during a time of disruption.
What is the impact of this work ON YOU as a practitioner?
It is difficult yet rewarding work to develop performance assessments through continued collaborative efforts. The work requires educators to reflect on their own teaching practices, purpose and beliefs regarding students’ knowledge, traits and abilities. Often it requires a change in mindset within a system dictated by other metrics of student success. One teacher commented that it is a reminder that every student has a story, educators are part of that story, and even the smallest part can make a big difference in student outcomes/goals. The performance assessment through the senior defense highlights the teacher’s part. Another teacher mentioned that it allows educators to focus on the end result, which is often difficult to see, “the forest among the trees.” She acknowledged that practice helps to shape our perspective.
Is there one story you can share that illustrates how this work is benefitting your school and your students?
One student in the LnHS academy presented virtually and explained that he had not chosen the academy. He had average grades and not chosen to be in the academy. Through his senior defense, he explained how the rigor paired with the support made school “easy” for him. His final performance assessment gave him the opportunity to highlight how far he had come and having been placed in the academy with a senior defense was the best mistake that ever happened to him.
A student in the EHS academy addressed the proficiency of her being a collaborator. Like many high school students she had pegged herself as an introvert. The amount of group work with corresponding assessments and reflections gave her many opportunities to develop her assertiveness and give input. Those in the group acknowledged her research and math knowledge that contributed to her self-confidence and ability to work with others. Her video was shared with district leaders (Superintendent and Asst. Superintendent) who were dealing with all of the challenges and information during a time of transitioning the district to virtual instruction. At that time, it was a much needed inspiring reminder for those who were deep in process that student learning was still taking place.
Designing a Common “Record of College Readiness Evidence” for Integrating Performance Assessment Evidence into College Applications: A Partnership of Reimagining College Access and Envision Learning Partners
The Reimagining College Access initiative is a national effort, led by the Learning Policy Institute and EducationCounsel, to advance the use of high-quality performance assessments completed by secondary students for higher education admissions, placement, and advising decisions. The ultimate goal driving this initiative is to increase college access to underrepresented students by expanding and diversifying the types of information taken into consideration in college admissions, while also reinforcing the efforts of high schools to provide meaningful and rigorous assessment experiences for students.

Over the last two years of the global COVID-19 pandemic, many higher education institutions discontinued their use of standardized college admission test scores (SAT/ACT) due to the logistical challenges of conducting secure testing and a growing awareness of the equity concerns associated with admissions criteria that largely depended on test scores and grades. California’s public universities, including the UC and Cal State systems, have completely ended the practice of including these test scores in their admissions formulae, and some private universities, including Harvard University, paused the use of these test scores in their admissions criteria for several years. This policy change has created an opportune opening for the consideration of other types of evidence, such as performance assessments and authentic demonstrations. However, the challenge of this opportunity is getting this evidence into a standard form that colleges will see as valid, trustworthy, a “value add” to the evidence they already solicit, and can be processed efficiently and equitably.
Over the last academic year (2021-22), ELP (represented by Justin Wells and Ruth Wei) has been working together with LPI (Dr. Monica Martinez and Dr. Linda Darling-Hammond) to tackle this challenge – to develop a common and easily interpreted “Record of College Readiness Evidence” that represents students’ authentic demonstrations of their learning and accomplishments in a standardized way that is simultaneously accessible and useful to college admissions reviewers and allows students to present evidence of their unique intellectual, personal, cultural experiences/contexts, learning dispositions, and college readiness skills.
To accomplish this purpose, ELP and LPI convened a nationally representative Advisory Panel that included higher education admissions representatives and college counseling / secondary school networks that engage students in authentic demonstrations of learning. Advisory Panel members provided input into a blueprint – a set of design specifications – to guide the development of a common “Record of College Readiness Evidence”, and provided feedback on initial drafts of the blueprint and the elements of evidence that would be solicited from student applicants. Simultaneously, ELP conducted a national scan of performance assessment by conducting a survey of school networks using performance assessments as part of their assessment systems to determine the most common learning outcomes and means of demonstrating those outcomes, with the goal of creating an inclusive menu of learning outcomes and genres/types of performance assessments for the “Record”.
In the next academic year (2022-23), ELP will again be partnering with LPI to create an online representation of the “Record of College Readiness Evidence”, with the goal of spurring interest and commitment from higher education institutions and secondary school networks to participate in a pilot of the Record in the 2023-24 admissions year. The ultimate goal is to create a common online platform that can be used by students to submit authentic evidence of their learning and accomplishments while also meeting the needs of college admissions reviewers to seamlessly integrate new evidence into their data and review systems, and use this evidence efficiently, systematically, and equitably. There is growing interest among higher education admissions leaders in learning more deeply about student capacities that are difficult to capture in existing application materials (e.g., Harvard University’s “Making Caring Common” project) – such as students’ intellectual, civic, and moral character, personal drive, specific cultural and personal contexts/experiences, resilience and adaptability in new situations, and innovative thinking. Reimagining College Access and ELP hope to make a convincing case that authentic demonstrations of learning and accomplishments, and students’ reflections on the significance of that evidence, are robust, direct sources of evidence of these hard-to-measure traits.
The Reimagining College Access initiative recently released a guidance document, authored by Aneesha Badrinarayan, aimed at colleges interested in integrating performance assessments into their college admission systems: Performance Assessment in College Admission: Designing an Effective and Equitable Process. Although the tool is designed for admission officers, it can also be used by K–12 educators to gain a better understanding of the considerations that colleges must take into account in the use of performance assessments in admissions. The tool defines performance assessment and then provides concrete guidance on how admission officers can incorporate information about students’ K–12 performance assessments into their application and review processes.
We encourage K-12 school networks interested in potentially partnering with LPI and ELP in a 2023-24 pilot of the online “Record of College Readiness Evidence” platform to reach out to us! Please contact Ruth Wei (ruth@envisionlearning.org) or Justin Wells (justin@envisionlearning.org) to learn more!
Envision Learning Partners started working with Bryan Adams High School (Dallas, Texas) four years ago to help them transition their entire High School of 2,000 students to a Performance Assessment System. MaryAnn Suhl (Bryan Adams Vice Principal and the lead on this transition) shares her experiences on the project in this blog post:
How are you advancing your Performance Assessment System?
Since we began implementing our Performance Assessment System, we have continued to evolve it into something that works for our campus. Our Performance Assessment system is so beneficial and powerful for our students. When we host defenses, students want to stand in front of their peers, administrators, family members and the community so that they have an opportunity to share their story. It is something so transformative for our students, but also has had a major impact on our teachers because they can now see what students learned in their classes. In some cases, it has caused our teachers to rethink what and how they are teaching based on student defenses and performance assessments.
What have you learnt during this process?
Robot match for engineering students that was a performance assessment in their class
We have learned that this process takes time and that you have to keep it simple. It is important to create as much buy-in and support from all levels of staff so that it doesn’t become an initiative that “they are making them do” instead of what is best for students and their learning. Finally, don’t give up. You will hit snags and run into some roadblocks but the payoff in student learning and engagement makes the struggle so worthwhile.
What is the impact you are seeing on students and their work?
The direct impact is that students are being provided with greater opportunities to discuss the work they are doing in their classes and how it will impact and relate to what they want to do once they graduate high school. Now that we are four years into this process, it has become the thing that is done and students are now excited to participate in defending their learning and are excited to have a greater sense of purpose in what they are learning.
What is the impact you are seeing on teachers and their practice?
There has also been an unintended consequence of moving to performance assessments and defenses and having all of our faculty serve on defense panels to evaluate students on their ability to articulate their learning: Teachers at our campus now have a greater sense of ownership in the process and can now witness students struggle to describe their learning. In other words, it has caused deep reflections in our faculty on what and how they are teaching because it brought to light a realization that “hey, that is a really cool project and students loved getting to make it, but now I can see that they didn’t actually learn from it what the teacher intended – that is so powerful.” This awareness for students and teachers has brought a more critical and analytical lens to the assessments that our teachers are designing for students. The direct impact has been higher levels of rigor for so many of our classrooms and projects. Students can now engage in meaningful and relatable work – they can better articulate how it will help them in their futures.
Performance Task in Health Class
What is the impact of this work on you as a practitioner?
It has really forced me to rethink teaching and learning at the secondary level to consider the question of how are we really preparing our students for life after high school. As a teacher you spend days, weeks, and sometimes months on an assessment that you are so passionate about and think that it is well-structured and designed intricately so that your students are able to master all of the topics you’ve developed. It’s incredibly rewarding to watch students stand in front of their peers (defending their learning) and say things that are so profound, making deep connections to the lessons and to their own personal lives. Students describe how learning these skills, they feel that they are now better equipped to function in society – there is nothing like it. This experience makes me want performance assessments to be standard practice in all classrooms across the country. I have witnessed the true power of engaged learning that takes place when students have to demonstrate what they know, what they can do, and finally, reflect on how their learning has shaped themselves and their future. I am excited to take this learning and experience to more schools in our district to help other educators begin to see the power of performance assessments.
Teacher-leaders working together on creative solutions to develop performance assessments
Is there one story you can share that illustrates how this work is benefitting your school and your students?
This past year, I was sitting in a senior defense and a young lady stated that she had been accepted to nursing school and her performance assessments she discussed were mostly related to her career in the medical field. What was so profound is that this young lady was able to articulate the learning she participated in her classes, particularly in her science classes. She had a strong understanding of the ways in which learning that information in her classes was going to be very beneficial as she was embarking upon nursing school. She also was very candid about how she thought during her freshman year that defenses and performance assessments were silly and just extra projects. She didn’t think they were connected at all to leadership or preparing her for her future. Now she does.

Bullitt County Public Schools is a public school district in Shepherdsville, KY that serves students from pre-K through 12th grade. The district is committed to providing a world-class education that prepares students for success beyond high school.
Envision Learning Partners has worked with Bullitt County Public Schools since 2018, partnering on their Graduate Profile development and performance assessment system. Bullitt County’s Superintendent, Dr. Jesse Bacon, and Assistant Superintendent, Dr. Adrienne Usher, are also both alumni of ELP’s Deeper Learning Leadership Forum.
In this Partner Profile, we hear from Assistant Superintendent, Adrienne Usher.

How are you advancing your Performance Assessment System? Is there one story you can share that illustrates how this work is benefitting your school, students or teachers?
Advancing the Performance Assessment System in Bullitt County Public Schools involves the creation of Graduate Profile Performance outcomes for students in Grades K-2, 3-5, and 9-12. A notable story comes from a graduate of the district who, after completing postsecondary education, entered the workforce. This individual reflected on a high school assessment experience involving a presentation to a city council to solve a community problem, which proved invaluable when preparing for an engineering position interview. College courses, according to this graduate, did not fully address aspects of the interview process, including content, dispositions, and competencies. This example highlights the effectiveness of the performance assessment system in preparing students not only for specific occupations but also for broader workforce preparation.
What have you learnt during this process?

The process of transforming assessment has revealed the need to rethink its purpose and identify who truly owns it—students. While teachers play a critical role in this process, it is students who take ownership of their learning. Empowering students to demonstrate their learning fosters motivation and a deeper understanding of its larger purpose.
What is the impact you are seeing on students and their work?
The implementation of performance assessments and student ownership of learning is having a significant positive impact on students and their work. Students are more motivated as they recognize the relevance of their learning beyond the classroom. This approach is also fostering necessary dispositions and competencies, aligned to our Graduate Profile, preparing students for future challenges in higher education, the workforce, and beyond. By developing the skills to articulate their knowledge and connect it to meaningful purposes, students are not only achieving academic success but also growing into lifelong learners equipped for a dynamic and evolving world.
What is the impact you are seeing on teachers and their practice?

The gradual shift embedding performance assessments is creating meaningful changes in teachers and their practice. Teachers are rethinking the purpose of assessment on a continuum of traditional, transitional, and transformational methods that emphasize student ownership of learning combining academics and our Graduate Profile competencies. Teachers are becoming facilitators of learning, guiding students to take responsibility for their growth and encouraging reflection and self-assessment. This approach is also enhancing teachers’ instructional practices, as they integrate more student-centered strategies and focus on developing dispositions and competencies alongside content knowledge. The process is reinvigorating teachers’ sense of purpose and enthusiasm for a new school experience.
What is the impact of this work ON YOU as a practitioner?

The impact of this work I have experienced, as a practitioner, is related to understanding a larger purpose for school and its connection to the community and society. School can be viewed as a place to gain knowledge and get a high school diploma and it ends there. However, connecting school and assessment that impacts students in more comprehensive ways is about life preparation. In reality, the school experience, which includes teaching, learning, and assessment, is a reflection of what the greater community (students, parents, community members, industry partners, etc.) values. If communities want graduates to be more prepared and successful in the workforce and as citizens, collaboration that provides opportunities for learning and assessment which connects academics to real world problem solving is a future-focused necessity.

Learn more about the great work being done in Bullitt County in this EdWeek article.

Partner Profile: Bullitt County Public Schools
Envision Learning Partners is delighted and honored to introduce Capital High with the Madison Metropolitan School District in Wisconsin. We started our partnership with the district back in 2016, and this year we are thrilled to be working with three of their schools. Karyn Stocks Glover is the principal of Capital High and has shared her thoughts on our work together below.
How are you advancing your Performance Assessment System?
Capital High is guided by an equity vision and four equity drivers that support doing school differently. Capital High is launching its Graduation by Portfolio Performance Assessment this year. With the support and expertise of our Envision Learning Partners (ELP), we are designing a portfolio model that is aligned to competencies identified in the Madison Metropolitan School District’s graduate vision, that is specifically focused on growth mindset as a critical driver for deeper learning, and that is incorporated in all areas of learning through our Core Benchmarks (see in Appendix).
Madison Metropolitan School District’s Graduate Profile
Our participation in the Tinquevation Accelerator Workshop this summer with ELP supported us to engage in designing at the margins, and an outcome of this five-day intensive was naming and claiming growth mindset as a core value and a core practice across all areas of teaching and learning. Recognizing that our students and staff are inherently resilient, we framed our growth mindset skills (curiosity, planning, risk-taking, reflection) in this core belief. We are beginning to develop rubrics for our performance assessment system, which we will do in partnership with ELP.
We will have our first portfolio defenses in May 2020. Over the next two years, we will continue to partner with ELP in order to expand our graduation by portfolio model to include self-knowledge and interpersonal skills.
What have you learnt during this process?
We have learned doing school differently means defining deeper learning through asking students what they need to be successful in the long term and in the moment, and through supporting teachers to work in teams that prioritize student demonstration of mastery in knowledge and skills over time and through multiple opportunities in a variety of academic settings. We have learned that we thrive through shared leadership.
What is the impact you are seeing on students and their work?
Our students are building trust with their peers and the adults who support them; they are learning that Capital High is a community that believes completely in their innate goodness and intelligence, and that their voices are valued. We are seeing evidence of students being thoughtfully reflective about their learning through the lens of growth mindset.
What is the impact you are seeing on teachers and their practice?
Staff choose to work at Capital High because our goal to do school differently aligns with their values and because they want to work in professional partnership with their peers. Staff recognize that teaching skills versus content, measuring progress versus outcomes, and embracing collaboration versus isolation require curiosity, planning, risk taking and reflection with peers. Capital High staff are applying a growth mindset in their own practices.
What is the impact of this work ON YOU as a practitioner?
As the founding principal of Capital High, I value the partnership with ELP to support our journey to do school differently. While I brought a number of leadership strengths to the role, I have found that my capacity for leading transformational change is enhanced by working with an organization that has always prioritized identity work through student voice and student growth. I appreciate that ELP is not a model one adopts, but rather a way of working that centers race and equity and applies design thinking (where you are encouraged to design at the margins) so that schools can write their own stories.
APPENDIX
Capital High’s Equity Vision
Empowered by personalized learning in a diverse and supportive community, and strengthened by family and school partnerships, all students will graduate prepared to succeed on their individual pathway.
Who We Are
Capital High is a non-traditional high school that is committed to deeper learning in the Madison Metropolitan School District. Our work is guided by the district’s Strategic Framework and Graduate Vision, as well as our school’s equity vision. We have an unwavering commitment to racial equity and an ambitious plan to serve opportunity youth. Our mission is to change the narrative for opportunity youth by providing learning through interests opportunities and preparing youth for post-secondary success in college and career.
We are engaged in a school design and development process that is fortified by a dedicated staff who are deeply committed to transformational change – individually, collectively, and institutionally. Disciplined and thoughtful professional collaboration is a standard of practice at Capital High. Together, we are creating and sustaining a thriving school community that is anchored in its commitment to anti-racist values and learning partnerships with students and families.
Our Approach
Our approach prioritizes opportunities and practices for youth engagement through student involvement and shared power. Our work is guided by four equity drivers – competency teaching and learning, advisory, experiential learning, and professional collaboration. These transformational change drivers support our commitment to a clear vision with targeted strategies and are embedded in “fail forward, fail fast” practices of innovation in service of opportunity youth. Our academic competency model is aligned to Common Core State Standards and articulated through measurable benchmarks of college readiness. Our advisory model prioritizes student agency through goal setting and reflection, as well as developing well being through relationships to self and others. Our experiential learning model promotes student inquiry and exploration of higher education, career pathways, and community partnerships. Our professional collaboration model is built on the belief that through collective efficacy we improve the lives of all members of our school community. Students graduate by portfolio with multiple opportunities to meet and exceed competencies in mastery of content and growth mindset.
Envision Learning Partners is delighted and honored to introduce the Colorado Education Initiative (CEI). The Colorado Education Initiative is a statewide nonprofit organization in Colorado that invests time, expertise, and dollars in schools, students, educators, and leaders. They are rooted in a vision of equitable outcomes for every kid that drives a strong bias for action focused on sustainable change to the system.
ELP and CEI kicked off our partnership in the 2017-18 school year. Amy Spicer is the Senior Program Lead at CEI and has shared her thoughts on our work together below.
How are you redesigning and advancing your systems to provide rigorous and equitable capstone experiences for your students?
We have been working with ELP for the past two years to help schools and districts in Colorado build capstone experiences that meet the needs of our state’s Graduation Guidelines policy. Graduation Guidelines put a menu in place for districts to use in establishing graduation requirements, including traditional ways to demonstrate college and career readiness such as SAT and ACT scores, as well as performance-based demonstrations such as portfolios and capstone projects.
The capstone and performance assessment options both open up immense possibilities for Colorado’s students. In addition to providing students with more options to show that they have mastered academic content, the performance-based pathways to graduation allow students to go beyond demonstrating proficiency in traditional academic subjects. The world is rapidly changing, and what students need to be successful in college, a career, and in life require additional skills like collaboration, critical thinking, creativity, and problem-solving—all things that students cannot show with a single test score.
CEI’s partnership with ELP has resulted in over fifteen schools and districts building systems that are equally rigorous to test scores and have allowed Colorado districts to rethink assessment practices in ways that are more inclusive and empowering of students who have been under-served by our traditional systems. When done well, capstones can show more of what students know and are able to do than the SAT or ACT.
How have performance assessment principles, tools, frameworks, examples, and/or best practices, informed this work?
Our work has benefited greatly from the guidance from ELP. The theory of action that ELP brings—define a graduate profile, design a system of performance assessments that measure that profile, and implement pedagogies and school structures that lead to success—has allowed for schools and districts to create comprehensive capstone systems that break through traditional learning environments. In particular, we have seen the immense impact that the locally-developed graduate profile has on building rigorous capstones. When communities come together to define the competencies and skills they seek for their students to acquire in their K-12 career, they have a framework in which to design systems and structures that allow students to demonstrate their mastery.
What have you learned during this process? What has been the impact of this work ON YOU? Is there one story you can share that illustrates this?
I have learned so much through this project and our partnership with Envision. By far the biggest impact on me has been on how I approach supporting schools and districts to enact change: when the work is meaningful and relevant, we as facilitators need to introduce tools and resources and then get out of the way. When we first started this project, there was one school district in particular that asked to have a lot of interrupted time to work on their capstone after our initial kickoff and introduction. At first, we weren’t sure how this would go—would they create rigorous plans? Would they make the amount of progress we were seeking? Could we let go and see what happened?
This district—Canon City School District—ended up making a significant amount of progress in a short time. They have created an incredible program that is based on the needs of their community, one that has become an exemplar across the state. What they are building is still a work in progress, but they have taught me the value of not over-facilitating and trusting in the good work that our educators—who are truly the experts—accomplish when they are given inspiration, time, and space. This has impacted my work far beyond the scope of this project, as I have taken this lesson into all projects I lead.
Click here for a deeper look into CEI’s Capstone Design.
ConnectED has worked to change public education and improve student outcomes for over 15 years. The organization was founded with the belief that every student deserves a great education – especially those furthest from opportunity. ConnectED works with school districts, colleges, and employers to create learning opportunities for students that help prepare them for success in college, career, and life. We broker partnerships that span K-12 schools, postsecondary education, and workforce to address systemic barriers that perpetuate educational inequalities.
To deliver on this promise ConnectED, in partnership with Envision Learning Partners, recognizes the very significant and real barrier that mathematics has traditionally played. Decades of research in a number of fields have consistently revealed that secondary mathematics, and in particular Algebra I, play a major gatekeeping role for post-secondary education and career opportunities. The transition from arithmetic to algebra involves a significant shift in reasoning and talking about equivalence, which is a fundamental concept in mathematics. The risks associated with underperformance in math are greatest for students who are historically underrepresented in postsecondary education such as students of color, youth from low-income households, and multilingual learners.
In response, ConnectED and ELP are working together to develop shared approaches, tools, and resources that support our partner districts to take their mathematics learning to the next level. Our approaches build student, teacher and leaders’ capacities with the Illustrative Mathematics curriculum to both strengthen the effectiveness of math instruction and improve student learning and engagement by making math more relevant for young people. Our work centers the use of embedded Mathematics Language Routines as drivers for building student-centered learning experiences, and as research-based strategies to simultaneously support mathematics and language learning for multilingual learners.
Specific Regional Solution
For the past 5 years ConnectED and ELP have been working closely with the San Diego Enhanced Mathematics Initiative. In this collaboration we have supported the district to build a coherent instructional system to support a new approach to mathematics; to pilot a new curriculum; to develop supplemental materials and projects; to support teachers and school sites; and to work closely with district leadership to develop and monitor implementation plans. The team in San Diego has developed a strong vision for modernizing mathematics for all. This work has predominantly been serving middle schools, with a growing number of piloting elementary schools and a few piloting high schools.
For the past 3 years ConnectED and ELP had also been supporting West Contra Costa Unified School District and Colton Joint Unified School District. Both districts are working to develop coherent instructional systems in mathematics through supporting middle schools to pilot and adopt high quality curriculum and cultivate aligned instructional approaches.
Video Club
Over the past 2 years, ConnectED and ELP have been piloting and researching the use of an approach to Professional Learning called Video Club. In Video Club, an Algebra 1 teacher, for example, brings a video clip from their classroom to share with other Algebra 1 teachers. Using ConnectED’s video analysis tagging tool, rewindED, teachers look for instances of high-leverage instructional moves and “tag” what they see in the video. The group of teachers then discusses what they observed in their colleagues’ classroom, what questions they have, and how they might apply any learning to their own classroom teaching. Through this process, teachers learn from one another and make shifts to their own instructional approaches in their classrooms.
Working closely with the Algebra 1 teachers in Oakland Unified, we have focused the Video Club on instructional moments where the class is engaged on 1 of the 8 embedded Math Language Routines within the Illustrative Mathematics curriculum. The Language Routines provide structured protocols to support students developing their mathematical understanding together with their use of language. These routines support students to make their thinking more visible and clear through both written and oral interactions, and by structuring opportunities for revision.
These projects are generously supported by The Gates Foundation and we look forward to being able to share our research findings from American Institutes for Research with you.
Six years into the Graduate Profile Journey, DJUSD is finally starting to make some systematic moves towards implementation. After exploration of different approaches to implementation, DJUSD has landed on a strategy that fits its context as a traditionally decentralized and high achieving district. The approach is to anchor each of the six graduate profile outcomes at strategic grade levels so that when students leave DJUSD they will have had robust experiences with all six during their career. The opportunity for providing these robust experiences is the power and potential of performance assessments.


There are two important actions taking place in the 2024-25 school year to advance this strategy. First, in partnership with Scaling Student Success and Envision Learning Partners, we are working with a teacher leadership team of sixth grade teachers to design a performance assessment focused on the Adaptability and Resilience Outcome of our Graduate Profile. This group is underway and is energized about the opportunities to develop adaptability and resilience in their students who are at a key transitional stage in their personal and academic lives. The second action item in progress comes from our Grade 9 Ethnic Studies Leadership Team. The DJUSD Ethnic Studies Course, which is in its second year of

implementation, culminates with a Youth Participatory Action Research Project (YPAR). The Ethnic Studies Leadership Team seized on the opportunity to create alignment with the Civic and Cultural Awareness Graduate Profile Outcome and their YPAR project. The group is in the final stages of developing a Civic and Cultural Awareness Rubric which will solidify the Civic and Cultural skills, knowledge, and dispositions to be taught and assessed through the YPAR project. This will help move the YPAR project from a traditional project to a high quality performance assessment.

- How are you advancing your Performance Assessment System? We are systematically developing performance assessments at targeted grade levels across the district. This year is Civic and Cultural Awareness at grade 9 through Ethnic Studies and Adaptability and Resilience at grade 6.
- Is there a specific story that illustrates how this work is benefiting your school, students, or teachers? Honestly, it’s not really reaching students at this time. We are trying to move teachers and that is slow work in DJUSD. I can say with confidence two things: 1) our sixth grade team is eager about the opportunity to support their grade 6 students with adaptability and resilience because they feel strongly that students need support in that area. They are also invigorated by the possibility of doing something consistent across their grade level. 2) The Ethnic Studies Team feels incredibly validated by the opportunity to bring an Ethnic Studies lens to our district-wide concept of what Civic and Cultural Awareness can and should be.
- What have you learned during this process that might be helpful to share with others? There has to be a plan and that plan has to fit the context. Our context leans towards the status quo so we need to move at a tolerable pace, especially for teachers. And, we need to focus on leveraging existing opportunities and relying heavily on the direction that teachers want to take the work in. New, additional things don’t work for us. Top down directives, won’t work for us.
- What is the impact you’re seeing on students and their work, as well as on teachers and their practice? I can’t yet speak to students. I am seeing teachers developing a wider lens of what is possible and what is important.
- How has this work impacted you personally as a practitioner? I am deepening my dedication to being steadfast and celebrating small wins. I am constantly reminding myself that to advance my own goals, I need to square them up with the goals and needs of the teachers I am working with, and that requires humility.
- Any other anecdotes or stories you’d like to share about the positive changes you’re seeing? No, but Soraya is pretty cool.
In collaboration with ELP, Moonshot Academy in Beijing, China has built an assessment system to support competency-based education for their students!Guided by their mission to help learners better understand their intrinsic talents and the outside world, and assist them in becoming fulfilled, compassionate, and active citizens, Moonshot Academy built their model keeping these two critical questions in mind:
- What will Moonshot graduates be like when they graduate?
- How can their admin, teachers, and staff set up an educational objective that not only contains the most essential missions of education, but also establishes a system with a unifying logic?
Ruth Chung Wei, ELP’s Director of Research and Innovation, is working with Moonshot’s educators, and has this to say about the partnership:”The Moonshot staff were so serious and eager to learn – it was inspiring to be around a group with such energy and passion for personalized learning. Working cross-culturally has pushed ELP coaches to really consolidate our key lessons, and to find ways to share them in a way that is accessible and immediately applicable.”
Click the resource button to read the full ELP Partner Profile by Tommy Zhu, Moonshot Academy’s Director of Feedback System

Design Tech High School (also known as “d.tech HS”) in Redwood City, CA was co-founded in 2014 by Ken Montgomery and Nicole Cerra, with the support of the Oracle Education Foundation, to prepare students to make the world a better place by supporting their development of “design thinking” skills and mindsets that ignite students’ empathy and passion, and expand their creative problem-solving capacities. From 2018-2020, d.tech HS staff partnered with ELP to work on the development and piloting of its Innovation Diploma performance tasks and rubrics. Ruth Chung Wei, Director of Research and Innovation, and Vinci Daro, Director of STEM Learning, provided technical assistance during the development process and evaluation of the first year pilot. The partnership culminated in an external review of the Innovation Diploma, which found overwhelmingly affirmative feedback from design experts in higher education and industry.
The Innovation Diploma is an assessment system that was designed to provide students with an opportunity to demonstrate their ability to apply mindsets and skills that are necessary to design solutions to real-world problems. The focus of the Innovation Diploma at d.tech is on addressing problems related to the United Nations Sustainable Development Goals. Students select one or more of the Sustainable Development Goals and a need that they have identified in their local context or in the world, and develop a design solution to address that problem/need. Earning the Innovation Diploma certifies that a student has met industry and academic standards for creativity, leadership, self-direction and has also demonstrated an understanding of their responsibilities as a designer.
One d.tech alumna Joelene, who is now a student at UC Berkeley, explained how her experience with design thinking in high school prepared her for college learning and work experiences.
“My time at d.tech taught me to be adaptive and creative when approaching unfamiliar situations and daunting problems, and it started building the foundations in me to approach designing and building solutions with empathy at the forefront. At UC Berkeley, I’m a designer and project leader in a student-run organization that builds technology for nonprofits. This semester, I’m leading the development of a mobile application partnered with We Care Solar, an international organization that provides life-saving solar energy to community health centers in hard to reach villages all over the world — every step of the way, I know that the principles that I’ve learned at d.tech will come in handy, from user-centered design, to a mindset of iteration and growth, to a willingness to work in initially ambiguous and new environments…Although the 5 step design-thinking process that we learned in school is rarely referenced explicitly, it’s grown to be part of the work that I do and the way I approach new challenges that arise; through practice, it’s become a natural part of my toolkit when I embark on a new project or explore a new entrepreneurial idea!”
Design Tech plans on supporting high schools around the world in offering the Innovation Diploma to their students. To learn more about the Innovation Diploma program, please visit innovationdiploma.org or contact Dr. Ken Montgomery at kmontgomery@dtechhs.org.

Alumni Testimonials:
Meghna G. BA/MD Student at Northwestern University. Conducting antibody research to better understand social determinants that affect human health
In my experience, the design thinking process has proven to be a very powerful thought process that constantly makes me think about how I can better my surroundings. I am currently a pre-med student, which consists of a lot of studying and memorization about the world, but ironically, not a lot about how one can help the world. Therefore, I am grateful for my background in design thinking because it has ingrained within me the ability to think outside of the traditional framework of academia and to think creatively about how I can take what I’ve learned to not just solve problems on a test, but more importantly, solve problems in my community. For example, right now in college, I’ve been using design thinking as a guide to develop effective programs that work on menstrual equity and community development through art. I’m so grateful that d.tech taught me design thinking so early on, as it has become an invaluable mindset that has shown me that I have the power to make a difference at any stage of life, and that is an empowering lesson that I’ll carry forever.
Adelyn C. Freshmen at The Wharton School at Penn
I was recently offered an internship with the San Francisco Veterans Affairs Department, and I’ll be working with them from September through May to redesign the post-COVID hospital experience. The internship was supposedly directed at graduate students (the application said graduate students were preferred) but I think my unique background stood out because I did an activity session/group interview alongside four other graduate student applicants and was still selected! d.tech and my experiences with design thinking really shaped my application.
Joelene L. UC Berkeley, intern at Slack and Kleiner Perkins
My time at d.tech taught me to be adaptive and creative when approaching unfamiliar situations and daunting problems, and it started building the foundations in me to approach designing and building solutions with empathy at the forefront. At UC Berkeley, I’m a designer and project leader in a student-run organization that builds technology for nonprofits. This semester, I’m leading the development of a mobile application partnered with We Care Solar, an international organization that provides life-saving solar energy to community health centers in hard to reach villages all over the world — every step of the way, I know that the principles that I’ve learned at d.tech will come in handy, from user-centered design, to a mindset of iteration and growth, to a willingness to work in initially ambiguous and new environments. “although the 5 step design-thinking process that we learned in school is rarely referenced explicitly, it’s grown to be part of the work that I do and the way I approach new challenges that arise; through practice, it’s become a natural part of my toolkit when I embark on a new project or explore a new entrepreneurial idea!”
2019 TEDx Talk by TEDxDesign Tech High School Club
The Envision Learning Partners are entering our second year of partnership with the East Palo Alto Academy High School. They have been collaborating with Deeper Learning Coach, Morgan Vien, to develop their graduate profile and, due to distance learning, were forced to pivot and reimagine how to do their defenses of learning. Read more here from EPAA principal, Amika M. Guillaume, on what they’ve learned in this process and the impact on their teachers, students, and even Amika, herself.
How are cohort participants redesigning and/or advancing their systems to provide rigorous and equitable capstone experiences for their students? Is there one story you can share that illustrates how this work is benefitting schools, students or teachers?
We had an awesome experience working with Morgan Vien to carefully consider our language and priorities it represented. This was accomplished through a walkthrough and deep analysis by a design team composed of teaching colleagues and administration. After a deep dive and some tough choices, we were able to create one of many drafts, representing our EPAA Graduate Profile. It was reassuring to see that the overall design was something that clearly defined what we believed as a school and desired for our students and community. The entire process was inspiring how it helped galvanize our team and drive our approach to curriculum and instruction. We are all excited about the impact this will have on teaching, learning and authentic assessment.
During Distance Learning we were forced to pivot and re imagine how to do a portfolio defense of learning, for our first time, and from afar. To do so we identified a group of rising seniors to beta test our graduate profile. During one of our many Zoom classes one of the students said the most important and profound statements that defined this entire experience. “Our other exhibitions were about researching and learning something new. It was interesting and we learned, but it wasn’t as hard or important. This time we are talking about our learning and our thinking. This is much harder and better.”
What have you learned during this process?
Perhaps the most important part of this work is around using a graduate profile to drive instruction that is about deep and rigorous learning. As a school we have been very driven by our school vision (All students will graduate college-ready, empowered with the knowledge, skills and passion to positively impact their own lives, their community and the global society.), be it in student essays, reflections, decisions about course offerings, and the partnerships we pursue. We are also driven by our Bulldog Way: love, attitude, mindset, grit & power, but nonetheless we didn’t have something driving the kind of instruction, learning and assessment we knew we needed for our students’ long term success. We are extremely proud of and motivated to move forward with the portfolio defense of learning, based on our graduate profile
What is the impact you are seeing on leaders, teachers, and/or students?
It was so important to do this work as a design team that later engaged the rest of the staff in digging deep to develop our graduate profile. We are confident that once we begin to design our lessons with this profile in mind, we will be even more aligned and confident in our ability to push our students in a rigorous way. In our work with students we saw them thinking differently and more carefully about their learning. It was inspiring to see students pushing not only their own thinking, but also that of their classmates through the facilitated work in beta testing the defense of learning.
What has been the impact of this work ON YOU? Is there one story you can share that illustrates this?
I don’t know where to begin, but I know Morgan can also speak to this.
We are in the middle of a global pandemic, but that didn’t stop us. We engaged in deep learning from afar, thanks to Zoom and dedicated teachers, students and Envision Learning coach extraordinaire, Morgan Vien. We had students going deep in their reflections, their learning and their collaboration. There was the day that Deisy ran in late from her workplace, you could see her removing her “Mr. PIckle” apron and getting situated in front of her camera. This, after she submitted her slides (yes SLIDES) using her PHONE because the internet was so terrible from her home. Slides, which by the way, became our exemplar for its use of storytelling, visuals, succinct descriptions and overall impact. The two before her who presented their learning reflection on the theme of “growth mindset” did a solid job, but it was this student, who is working DURING A PANDEMIC, rushing to join us in the meeting ASAP, about 30 minutes late, who leaves us speechless with her prowess, determination and getting it DONE despite all obstacles. We had goosebumps.
AMIKA M. GUILLAUME
EPAA PRINCIPAL
“My parents wanted to give me the values of education that they were unable to have when they were in school. They wanted us to be proud of who we are because we deserve to be the types of people that our kūpuna were. It is not our fault that our practices were interrupted but it is our kuleana to make sure that it does not happen again.” –Grade 12 HFCS student
“Less learning is shared on tests than Hōʻike which incorporates interviews, online research, and book research. If SAT was the only way to demonstrate my learning that would’ve been a big struggle and I would’ve just studied for the test and afterwards forgot.” –Grade 12 HFCS student
“We use our Hō`ike Capstone Projects to give back to our community….It is important to share the knowledge ʻĀnakala Bo gave to us because like he said, it is useless if no one uses it.” –Grade 8 HFCS student
Hawaiian-focused Charter Schools (HFCS) are a consortium of public charter schools that have been designing and implementing culturally sustaining curriculum, instruction, and assessment since the early 2000s. Currently, there are 17 HFCSs, serving over 4,000 students, more than 80 percent of whom are part Native Hawaiian. What distinguishes these schools from regular public schools is that they center ʻĀina-based Education. ʻĀina-based learning experiences allow learners to create authentic, reciprocal relationships with the land, people, and resources of a specific community which fosters the development of ʻOiwi (indigenous) Leadership skills. This becomes an integral part of the learner’s

identity and a catalyst for a personal commitment to the health and well-being of that community. It is situated in learning that honors the past, present and future in order to ensure the sustainability and productivity of all forms of life. More specifically, ʻāina-based education embodies the wisdom of the ʻōlelo noʻeau: ‘O ka hā o ka ʻāina, ke ola o ka poʻe (The health of the land is the health of the people).” (Hakipuʻu Academy, Ke Kula ʻo Samuel M. Kamakau, Mālama Honua, 2020)
The HFCS have also been engaged in developing and implementing school-specific Culturally Relevant Assessment systems that are grounded in the HFCS Cultural Competency Framework inclusive of cultural artifacts, academic work, and hōʻike (Hawaiian cultural performance assessments).
Assessments are also aligned to the commonly adopted HFCS Vision of the Graduate, represented below:

The HFCS have been supported financially by Kamehameha Schools Kaiāulu, the Office of Hawaiian Affairs, and other philanthropic organizations focused on culturally sustaining education, and partners with Hawaiian culture and assessment experts, such as Chelsea Keehne from Kamehameha Schools, a private educational institution. Dr. Keehne and other school leaders such as Dr. Denise Espania, Dr. Meahilahila Kelling, Paul Kepka, Dr. Kanoe Ahuna, and Buffy Cushman-Patz have led and facilitated efforts across the schools to develop their own local authentic assessment systems that align with the HFCS Vision of the Graduate while also honoring and centering each school’s unique graduate learning outcomes. This work began in 2012 through the Culturally Relevant Assessment Project. Its website documents their collective work and includes a number of school examples.

Among the common tools that have been adopted to support CRA in each school are the HFCS Process Rubric; the Kupukupu Framework and Unit/Lesson Plan templates; the HFCS Assessment Profile; the Hōʻike Capstone Project Continuum; the Kupukupu External Review; and an HFCS Assessment Profile Instructional Guide. These resources can be found at the project website.
The quotes below from students illustrate the impacts that implementing the Hō`ike Capstone Projects have had on students and their families.
“The Hō`ike Capstone Project was an achievement not only for my school, but because it had to do with my Hawaiian culture. I learned so much about my culture that I didn’t know before. –Grade 8 HFCS student
“I feel proud… Me nā makakilo a me ku’u na’au pēlā nā kūpuna e ola ai (Singing: With observing eyes and my na’au, that is how kūpuna lived.)” – Kindergarten HFCS student
One performance assessment may not make a profound impact on students, but an accumulation of such assessments across the grades certainly should. This impact should be evident in the senior capstone hōʻike. As a network school educator stated, “Our seniors should be able to think about everything that happened, from kindergarten up to graduation, and be able to use all of their cultural experiences to build their hōʻike.”
To learn more about the HFCS and culturally relevant learning and assessment examples, below are a few video examples:
- Mālama Honua (school overview)
- Mālama Honua Grade 5 Portfolio Defense
- Ke Kula ʻo Samuel M. Kamakau
- SEEQS
- Kamaile Academy

Beginning in 2022-23, Envision Learning Partners was privileged to learn from and collaborate with five Hawaiʻi public charter schools as they documented their school-specific capstone projects. The schools include four HFCS: Kamaile Academy, Ke Kula ʻo Samuel M. Kamakau Hawaiian Language Immersion School, Kanuikapono School, and Mālama Honua School; and one additional public charter school – SEEQS (School for Examining Essential Questions of Sustainability). ELP’s coaching team had previously supported Kamaile Academy, Mālama Honua School, and SEEQS in the mid 2010s by sharing Envision’s portfolio defense model. In this round of collaboration, Justin Wells, ELP’s former Executive Director (now Envision’s Chief Program Officer) provided support and feedback to school leaders as they shared their locally developed capstone assessments in order to more clearly communicate the components of their systems in a form that could be readily understood by an external audience. These final materials were submitted for review for entry into the Performance Assessment Resource Bank (PARB), received feedback from performance assessment experts, and after 1-2 rounds of revision, all were accepted as “Project-Certified” performance assessments to be shared broadly to an international audience. These are the first intentionally designed culturally relevant assessments that the PARB has included and as a result of this collaboration, ELP was able to modify and improve its High Quality Performance Assessment/PARB review instrument to recognize and honor the culturally relevant aspects of performance assessments that are designed to serve and meet the needs of diverse students.



This past school year (2022-2023), Milpitas Unified School District, in partnership with Envision Learning Partners (ELP), brought together its two middle schools to develop common, skills-based rubrics to guide the development and implementation of deeper learning assessments. Employing common rubrics fundamentally changes the student learning experience by elevating the level of assessment and instruction that must occur prior to the assessment. Through deeper learning assessments and common rubrics, we know we can close the opportunity gap as it will force instructional moves that evoke deeper learning to meet the needs of all students.
The goal with these assessments is to increase student engagement through relevance and to provide multiple modalities to demonstrate mastery. Traditional assessments are often not culturally responsive and then our historically marginalized students are further marginalized when placed in remedial classes based on these biased metrics. When we do this, students miss out on developing new skills, connecting knowledge to existing schema, analyzing and synthesizing their relevance, and incorporating them into their identity. Instead, Milpitas Unified is focusing on creating windows, mirrors, and doors for students to critically think about the world around them through implementation of deeper learning assessments.
This past year, through guided, collaborative learning from Envision Learning Partners, each middle schools’ core departments (ELA, math, science and social studies) developed skill-based rubrics in partnership with Envision Learning Partners. Collaboration was a key win for the district as teachers were energized by their learning. They engaged in deep conversations around culturally relevant instruction and grading for equity as a result of their shared understanding of deeper learning assessments and rubrics. Most importantly, teachers saw the value in collaborating with each other as they saw the strengths and knowledge they each brought to the work and how their thinking and pedagogy was being pushed and expanded.
The 2023-2024 school year will be implementation year 1 of deeper learning assessments and common rubrics. The partnership with ELP will continue to foster our teachers’ ability to align current assessments to High Quality Performance Assessment criteria, pilot the assessments, analyze student work and refine the rubrics through a calibration process. Through calibration we hope to unpack critical questions like:
- Did this task adequately provide students the opportunity to demonstrate authentic, deeper learning? If not, what needs to change about the assessment design?
- What does students’ work in the different rubric domain areas look like?
We saw the profound impact HQPAs have on our students. Our science teams piloted a deeper learning assessment using a common rubric and found that students who were not always successful on traditional assessments, were able to thrive using this new assessment design. This speaks to the power of this work and the access deeper learning assessments and common rubrics provide to all students. Next year, we hope to share more learnings from our pilot and calibration efforts in partnership with ELP.
Student Testimonials

Partner Profile: Milpitas Unified School District
The Ramsey School District has long prided itself on preparing students for not just the modern world, but the one of the future. In January 2018, we set out to identify the top competencies that our school community named as important for a Ramsey student to possess upon graduation. Using over 1,000 survey responses from all stakeholders in the educational community, we arrived at our Profile of a Ramsey Graduate. These competencies, modeled after Coach John Wooden’s Pyramid of Success, serve as the “North Star” that guides all of our district work from PreK through Grade 12. It informs curriculum writing, teaching practices, and assessment across the district.

Soon after adopting the Profile of a Ramsey Graduate, the district set out to design Profile Projects to serve as capstone assessments at each culminating grade (3, 5, 8, and 12) throughout the district. Our goal was to align these cornerstone assessments with the Profile competencies to provide the students the opportunity to work towards the explicit and ambitious goals. But we really wanted to make sure the Profile became something more than just a poster that hangs on the wall. In the words of Tony Wagner, “A profile without an assessment is useless.” Our work with Envision Learning Partners transformed our approach from the collection of a body of student work to an active and interactive proof of lifelong, adaptive competencies.
Ramsey High School was in the process of designing a senior capstone project, and that gave our Grade 12 a head start. We built upon that work and, with support from international curriculum expert Jay McTighe and Envision Learners Partners, we aligned our emerging capstone to our new graduate profile. Despite the challenges of the pandemic, a group of teachers and administrators worked with Jay McTighe, Justin Wells, and Suzanne Malek to collaboratively develop new courses which, while honoring the student-driven project component, also grafted (McTighe & Curtis, 2020) a small set of discipline specific big ideas with certain Profile competencies, to create a student experience that honored our district goals of Developing a Ramsey Graduate and Teaching for Understanding As importantly, honoring equity led us to design inclusive and distinct courses that provided the opportunity for our students with special needs and English Language Learners to complete Profile Projects and Defenses of Learning as well.
The distinct Profile courses are:
- Human Centered Statistics – Students integrate probability, data exploration, sampling, experimentation, statistical inference, procedures of estimation, confidence intervals and hypothesis testing. They apply descriptive and inferential statistics to a variety of fields of interests, including, but not limited to: business, psychology, sociology, science, and everyday life.
- Exploring Social and Digital Media – Students undertake the challenges of social or digital media content that can include video, film, vlogs, podcasts, live-streaming, etc. They explore the influencer culture, the evolution of modern communication, or the potential for “going viral.” Course components include the analysis of social trends and a practical examination of the resources and tools associated with social and digital media.
- Inquiry and Research in Science – Student projects take the form of original research and experimental inquiry, a deep dive into a topic culminating in a research paper, or a project that results in the coordination of a service-learning event. They discuss key features of scientific inquiry including methods of research, interpretation of science journal articles, design of surveys, and production of visuals to communicate findings.
- Change Agents: Your World Your Solutions – Students engage with contemporary events and issues and consider what it means to be a change agent in a complex modern society. They gain a deeper understanding of the most pressing global issues, and use their profile projects to design solutions to real world problems.
- French V AP, Spanish V AP – These courses, conducted entirely in the target language, recognize the complex interrelatedness of comprehension and comprehensibility, vocabulary usage, language control and communication strategies. They also develop students’ awareness of and appreciation for products, practices, and perspectives from the target cultures.
- Profile Project Seminar – Students in this interdisciplinary course connect meaningful learning outside of school to recognition inside it. They present project ideas and collaborate with seminar instructors to delineate goals, develop plans of action, and identify areas for research. A public Defense of Learning is a core component for this seminar program.
Our Profile Projects ask students to draft extensive proposals, engage in research, and compile working portfolios. They navigate obstacles along the way with frequent moments of reflection and conferences with their course instructor. By Grade 12, our students are reflecting on their growth through the lens of the Profile of a Ramsey Graduate competencies. This goes far beyond our original goal of public exhibition of completed projects. Aided by Envision Learners Partners, our group realized that the effort should instead culminate with student delivery of a Defense of Learning. That more meaningful and more interactive presentation calls for students to leverage artifacts and reflections as they deliver multimedia Defenses to a panel of Ramsey faculty. Panelists will hear each student’s defense, engage the student in a period of Q&A, deliberate, and then meet with the student to offer feedback.
For centuries it has been common practice for someone earning a doctoral degree to be required to defend his or her dissertation in front of a panel. Other types of defenses in higher education have included oral examinations and defenses of thesis. This practice is less common and, in fact, is very rare in high schools. However, completing a senior project and defending the learning associated with completion of that project is now something that about 100 Ramsey High School seniors will have achieved come June 2021. Beginning in the 2021-2022 school year, every graduating senior will complete a Profile Project and a Defense of Learning. This will serve as a fitting culmination of their K-12 experience and prepare them for success after graduation. We are very excited about and proud of these Defenses and believe it is something that truly sets Ramsey apart from other schools.
Nantucket Public Schools started their partnership with Envision Learning Partners last summer. In their first year, they started rapid prototyping their Vision of a Graduate, with engaging conversations around values, traits, and skills. Rubric creation followed next focusing as a whole faculty on what their students learn, how they learn it, and how they demonstrate that learning. In the near future, ELP will assist the team at Nantucket in creating high-quality performance assessments. A team from Nantucket will be visiting California in the late Spring to see students defending their learning.
Our work so far with Envision Learning Partners has helped us begin so many important conversations about what we value and what we want for our students at Nantucket High School. Along with changes in curriculum and state testing, our school size and population has changed dramatically in the past eight years. As the only high school on the island, it is so important for us to think about our vision of the graduate and how we can be sure we are assessing students’ learning in a meaningful way.
We opened the school year with rapid prototyping our vision of a graduate, facilitated by our Envision partners. Much of our work focused on meaningful (and sometimes frustrating) conversations about values, traits, and skills. Are they teach-able? learn-able? practice-able? measure-able? Transfer-able? We focused on what skills we are already teaching and assessing and how. It took some time, but we got to a place where everyone was comfortable with a draft vision.
Once we had a draft vision, we began the process of creating rubrics that would assess the skills we identified as important for all students to have. Once again, our conversations were messy and frustrating at times, but we found ourselves focusing, for the first time in a long time as a whole faculty, on what our students learn, how they learn it, and how they demonstrate that learning. The rubric creation was a transformative moment for us because the true nature of the transferability of the skills we chose and the different ways our students could demonstrate them really made sense.
At this point, we are poised for the next stage in our journey with Envision, creating high quality performance assessments. Many of us are already thinking about our assessments on an individual classroom level as a result of these conversations. Two faculty members are looking forward to visiting a partner school engaged in a portfolio defense this May in Los Angeles, in the hope that we can bring elements of that system to our own school.
Roanoke County Public Schools has been partnering with Envision Learning Partners for the past four years to develop and implement a comprehensive performance assessment system aligned with their Opportunity Ready Graduate Profile. This collaboration has fundamentally transformed how students demonstrate essential skills needed for future success in an increasingly complex world.

A Decade of Transformation
The journey began a decade ago when Roanoke County developed their C-Change Framework, which meticulously detailed the conditions needed for deeper learning to thrive within school communities. This framework addressed multiple dimensions, including school and classroom climate, professional growth, support services, and learning culture. It also emphasized finding balance between preparing students for standardized testing and developing the critical skills needed to navigate a rapidly changing world.
Working with diverse stakeholders, they articulated the Opportunity Ready Graduate Profile, which defines the skills and attributes necessary for students to successfully navigate evolving life and career pathways and seize opportunities that come their way. Despite this solid foundation, the district initially struggled to quantify these skills in ways that were both meaningful and conducive to growth.
Partnership with Envision Learning Partners
This challenge led Roanoke County to form a strategic partnership with Envision Learning Partners. Over the past four years, they’ve evolved from conceptualizing what their assessment system could be to implementing a robust program across all 26 schools in the district. This systematic approach to performance assessment now forms a cornerstone of their educational philosophy.



Opportunity Ready Portfolio Process
At the heart of this work is the Opportunity Ready Portfolio Presentation, where students demonstrate mastery of three critical skills: Communication, Collaboration, and Critical Thinking. Using a structured process guided by clear rubrics and expectations, students select artifacts from their in-school and out-of-school learning experiences as evidence of their skill development.

Each student presentation is guided by the driving question: “How have I demonstrated and grown in my Opportunity Ready Skills as a Communicator, Collaborator, and Critical Thinker this school year, and how will I apply these Opportunity Ready skills to what’s next for me, including my future career?”
Trained panel members, including at least one member from the school’s design team, evaluate these presentations using standardized rubrics that assess specific performance outcomes for each skill area. The panels follow a structured protocol for scoring student work, ensuring consistency and fairness while providing constructive feedback.
Transformative Impact
“We learned that you don’t know what your students are capable of until you ask and give them a chance to respond,” shares one district leader. “We have been blown away by what our students are able to demonstrate through our performance assessment system.”

The impact of this work extends throughout the educational community:
For students, the process has revealed the power of reflection. Many students express surprise at how much they’ve grown until they take time to reflect on their learning journey. This metacognitive awareness strengthens their sense of personal growth and achievement.
Teachers, while initially cautious about the workload involved in preparing for conferences and defenses, become enthusiastic advocates after witnessing students’ presentations. As one administrator noted, “To a person, they are invigorated and excited to begin planning for the next year once they see it in action.”
For administrators and district leaders, the presentations have rekindled passion for educational transformation. “The impact the presentations have on the panel, parents, and staff has reignited our drive for this work,” reports a district representative.
Stories of Transformation

The most compelling evidence comes from individual student experiences. One particularly moving example involved a student who had struggled significantly during middle school. During their senior defense, the student articulated their growth journey with such clarity and reflection that “there was not a dry eye in the room.” This transformative moment exemplifies how the process helps students recognize and celebrate their own development while preparing them for future challenges.
Looking Forward
Through this ongoing partnership with Envision Learning Partners, Roanoke County Public Schools continues to refine and expand their performance assessment system. The district’s commitment to developing the whole student—not just academic knowledge but essential life skills—positions their graduates to thrive in whatever paths they choose after high school, whether in higher education, careers, or military service.
By creating authentic opportunities for students to demonstrate mastery of critical skills, reflect on their growth, and connect their learning to future aspirations, Roanoke County Public Schools is preparing students not just for tests, but for life beyond graduation in a rapidly changing world.




Partner Profile: Roanoke County Public Schools
SFUSD has been thrilled to partner with Envision Learning Partners these past three years to operationalize our district’s Graduate Profile and begin developing a performance assessment system that is more aligned to our Profile and measures more of what we want for our young people. We are striving to have demonstrations of learning happen systematically across our schools including portfolio defenses, capstones, student-led conferences, formative assessment use, school-wide rubrics, and exhibitions. Putting the cognitive work of reflection, self assessment, and showing what they know in the hands of students instead of always being held by adults supports students to be in charge of their learning. It also supports teachers to engage in meaningful work that is reflection worthy, and supports schools to be places where the thinking and doing is held by the young people and not dominated by the adults. This is particularly relevant in this moment of distance learning when we dramatically changed our way of teaching while simultaneously losing all of our traditional measures of progress. We don’t have comprehensive strategies right now for seeing how our students are actually doing, what they are absorbing and retaining, and how they are making meaning of it. More than ever, that data from them is crucial for us. Many educators and schools are partnering with central office leaders to co-design, pilot, and embed performance assessments in their work with the help of Envision Learning. We look forward to celebrating all of this learning at the end of the school year for all to see! These initial steps of providing demonstrations of learning and ongoing reflective practice will put us on a path towards a different system-wide approach to how we grade, assess, and support student learning.
PBL Teacher Leader Fellowship: Learnings & Reflections 2019-20
Thank you to the SFUSD team that contributed to this Partner Profile:
- Brian Fox, Director, SFUSD iLab
- Julie Kessler, Supervisor, Innovation and Design, SFUSD iLab
- Nora Houseman, Supervisor, SFUSD Dept. of Professional Growth & Development
SEEQS: the School for Examining Essential Questions of Sustainability is a public charter school in Honolulu, HI serving students in grades 6-8 that opened in 2013. SEEQS exists to foster the next generation of systems thinkers, environmental advocates, and community leaders in Hawaiʻi and beyond. SEEQS’s methodology is embedded in the structure and schedule of the school day itself; students begin every day with community building and play in their advisories or physical activity groups, followed by content courses, and ending with a two-hour project-based learning block called EQS, or Essential Questions of Sustainability. EQS is the cornerstone of the SEEQS model, as it allows students to engage in real-world learning that emphasizes the practical applications of the content courses as they relate to modern issues of sustainability that directly impact their communities. With all of this in mind, SEEQS’s Portrait of a Graduate is a student who continuously reflects on and utilizes the five SEEQS Sustainability Skills: Managing Effectively, Communicating Powerfully, Collaborating Productively, Reasoning Analytically, and Thinking Systemically. Using these Sustainability Skills, SEEQS Students, or SEEQers, can move on to become stewards of Planet Earth and healthy, effective citizens of the world.

This framework of interconnected skills that comprise a sustainability-focused mindset is what students are defending as they finish 8th grade. SEEQS worked with Envision Learning Partners early in its developing stages to build out a Portfolio Defense process that felt authentic to the school’s community-centered values and vision for a sustainable future. Students select five different projects from across their three years at SEEQS that exemplify their growth and understanding of the five Sustainability Skills in the Portfolio. After successfully completing the Portfolio, students choose two of the five skills to focus on for the Defense presentation to a panel of faculty, community guests, and a 7th grade peer.

Over time, SEEQS has refined its Portfolio Defense system to pull out the Portfolio as its own important piece of work that stands on its own before the Defense process. We learned from Envision the analogy of “the Portfolio as a resume and the Defense as an interview,” and we worked with students to really think about a resume that stands on its own.
Another crucial series of iterations in SEEQS’s Portfolio Defense system has been its multi-stage onboarding and calibration process. Faculty panelists begin preparing months in advance with a series of orientation sessions, delving into the rubric, collectively evaluating and discussing previous years’ portfolios, and coming to a consensus about the attributes of high-quality work that are most impactful in a successful Portfolio Defense. The school has also spent years building a database of willing and able external panelists (community partners, sustainability experts, educators from other schools, etc.) and by doing so, providing a form of professional development to others.

SEEQS’s next goal is to “indigenize” the Portfolio Defense process to be more expansive and inclusive of cultural values in Hawaiʻi. They plan to do this by working with a number of Hawaiian-focused charter schools that also implement culminating performance assessments.
Every year, 8th graders have meaningful and profound things to say about their learning experiences when given the opportunity to reflect on it. They read and hear amazing quotes from students during their defenses every year that they document and hold onto; this record includes statements like the one below from Ansel B., class of 2023:
“Before I came to SEEQS, I didn’t care as much, but over my time at SEEQS I’ve started to see that the world isn’t just this nebulous idea; it’s the people and places around us, and a major step to being a steward of planet Earth is to care about the world around you.”
The impact that Portfolio Defense has had on SEEQS students is immense. Many alumni and parents reflect both during and after the process about the value of the reflections and skills that the process aids in growing. One parent of an alumni, Lisa W., shared this testimony after seeing her son successfully present his portfolio:
“The middle school years are especially filled with doubt as they try to fit in with their peers and start to question who they are. Creating the space and requiring them to reflect on and recognize this growth in themselves at such a young age is such a huge building block in knowing, loving and appreciating who they are. The satisfaction of completing such a rigorous assignment, watching the doubts and nervousness transform into relief and celebration was so uplifting. Then seeing the subtle shift in their energy, a little less self doubt, that little more confidence – was priceless.”
Even with so many developments and changes to their process over the last ten years, SEEQS has bigger plans ahead. As they build out a high school, they plan to follow a student’s development over a longer period of time by repeating the Portfolio Defense process in grades 10 and 12. Beyond reflecting on just their growth in the Sustainability Skills in 8th grade, high school SEEQers will have to demonstrate proficiency in two of the five skills in 10th grade, then all five by the end of their SEEQS career. Through internships, community action projects, and other opportunities to become deeply involved in real-world issues, SEEQS students will have assembled an impressive collection of advocacy and research that will prepare them for whatever comes next.

Hear more about SEEQS, including a more about our prior work together, on this episode of the Learner-Centered Collaborative Podcast: Keeping Humanity at the Center of Assessment with Buffy Cushman-Patz, SEEQS Executive Director.
Whew! The Assessment for Learning Conference, AFL 2021, just wrapped- and yet it feels like a new beginning. Given the ‘needs of now,’ this conference experience stretched from a January launch and call to action- to a May culminating event and provoking of the system. Along the way, we tested new ways to collide ideas, ritualized ways to host important conversations, and practiced ways to connect across the virtual space- toward a collective impact in the future of assessment.
350+ registrants strong, the community answered the call to action and the challenge to look closely at race, resources, power, systems and ourselves as core parts of a ‘just assessment system.’ This conference reminded us all- that it’s about the journey, and the time is now.
Idea Collider Exhibition
Do you ever wonder what happens when you bring 20 passionate designers and educators together, from across the country, during a pandemic time to build on strong assessment for learning practices, with a focus on the ‘needs of now?’ We wondered, and we did it.
Radically Humanizing Accountability and Power: An Invitation to Abolition
Provocation by Dr. Robert S. Harvey, Superintendent & Chief Academic Officer, EHTP
The Road to Assessment Hell is Paved with Color-Blind Intentions
Provocation by Jennifer Randall, Ph.D. Associate Professor in Research, Educational Measurement and Psychometrics, College of Education, University of Massachusetts Amherst
Designed to Thrive: Creating High Quality Performance Assessment Experiences So That All Students Can Thrive
This session asked, “What kind of performance assessment experiences would we create to ensure that learners, especially those farthest from opportunity, thrive when we operationalize our current vision/profile of a graduate?” Participants explored the different features of high quality performance assessment (HQPA) and designed a prototype of a performance assessment experience that provides evidence of student learning/thinking of essential competencies. The session concluded with participants iterating on that prototype after centering the lived experience of a marginalized student their system may serve, and reflecting on the changes needed to ensure that ALL students thrive in their performance assessment system.
If you’re interested in this workshop, join ELP for a three-part workshop series in August 2021, led by Deeper Learning Coaches, Alcine Mumby and Abby Benedetto. Click on the image to access the registration link.
Rubric Revolution Brainstorm: How to Get Rolling with Round Rubrics?
This session was a collaborative brainstorm with anyone interested in iterating on the idea of a rubric that is round: rings around a center instead of rows in a grid.
SEL Buddies: Collaborative & Reflective Assessments that Forge Self-Learning and Relationships
This session shared what was learned from a “practice-research partnership” in which staff working in an alternative high school and researchers co-developed and piloted an authentic measure of SEL. The voices highlighted were that of school staff and a former student about their experiences with developing and implementing a collaboratively-designed tool for SEL assessment. Research partners shared the design principles that informed the development of the tool, and that were critical to providing students with authentic opportunities to build relationships with peers and adults, to grow in self-awareness, and to become agents in their own social and emotional learning. The SEL Buddies assessment model illustrates key design principles: socially-mediated, student-centered, and authentic audience and purpose. Researches buddied with the school, teachers buddied with researchers, and students buddied with each other. Students and teachers found the SEL measure a valuable way to capture and nurture SEL progress, while also building trusting relationships and community within advisory classes. Offering students opportunities to interact and provide feedback to their peers on self-defined struggles and goals were perceived as the most valuable aspect of the measure.
Additional Resources (SEL Tools, the STRONG framework, and examples of “The Gift”)
Over the course of our year as Nexus Fellows (see the I am ELP post: Nexus Edition for more insight) we were given many incredible resources to guide and help us in our journey to design a better, more equitable education system for all children. Our Nexus journey was captured beautifully by Caroline Hill (228 Accelerator and Nexus Coach). Follow them on Twitter at @228accelerator.

Resource Corner: 228 Accelerator Design Team Journey
We urge our partners and friends to join us in engaging or recommitting to anti-racist equity work within your organizations. And we ask you to do it with the guidance of expert individuals and organizations, such as those listed below, that were committed and practiced long before 2020 hashtags and uprisings. Consider learning from and supporting any of the following Black-led organizations:































