Curriculum review teams are encouraged to carefully consider both the scientific findings and number of studies available when making
decisions about instructional practices.
«As educational technologies emerge and evolve, it is essential to use a critical eye toward the specific tool affordances when making
decisions about instructional practice.»
Not exact matches
Read an extensive
practice guide from the Institute of Education Sciences (IES)
about Using Student Achievement Data to Support
Instructional Decision Making.
The framework for our overall project also points to the mostly indirect influence of principals «actions on students and on student learning.223 Such actions are mediated, for example, by school conditions such as academic press, 224 with significant consequences for teaching and learning and for powerful features of classroom
practice such as teachers «uses of
instructional time.225 Evidence - informed
decision making by principals, guided by this understanding of principals «work, includes having and using a broad array of evidence
about many things: key features of their school «s external context; the status of school and classroom conditions mediating leaders «own leadership
practices; and the status of their students «learning.
One of those factors is that schools should reach deeply into the teacher cadre and genuinely involve teachers in selecting school staff, as well as in making
decisions about budget, curriculum,
instructional practices, discipline, and student and teacher assignments.
Released by the What Works Clearinghouse (WWC), a federal initiative that aims to inform educators and policymakers as they work toward improving education, the compiled resources also include an
instructional video that shows how to use the WWC when making
decisions about new math programs, policies, and
practices.
about IES
Practice Guide: Using Student Achievement Data to Support
Instructional Decision Making
In successful schools, teacher leadership developed when teachers were given ample opportunities to make
decisions about teaching and learning, when they collaboratively engaged in action research to discover
instructional practices that improved student achievement, and when they developed such internal leadership structures as team teaching and mentoring new teachers.
Leaders and
decision - makers at different levels of the early childhood sector must think carefully and creatively
about how more early childhood educators can access coaching experiences that will effectively advance their
instructional practices and allow them to better serve their students.
They also had frameworks that allowed principals to make
decisions about resource allocation,
instructional improvement, common planning time, and other
practices supporting the goal of student achievement.