Unlocking the Secrets of High-Performing Charters: Tight Management and "No Excuses"

Autor/in	Peyser, James A.
Titel	Unlocking the Secrets of High-Performing Charters: Tight Management and "No Excuses"
Quelle	In: Education Next, 11 (2011) 4, S.36-43 (8 Seiten) PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1539-9664
Schlagwörter	Charter Schools; Educational Change; Low Income Groups; Governance; Governing Boards; Effective Schools Research; Achievement Gap; Educational Finance; Institutional Characteristics; Change Strategies; Nongovernmental Organizations; Educational Administration; High Achievement; Educational Practices + Suchen Sie Ihr Suchwort? Charter school; Charter-Schule; Bildungsreform; Education; Educational policy; Financing; Steuerung; Bildung; Erziehung; Bildungspolitik; Finanzierung; Governing body; Governing bodies; Leitungsgremium; Schulforschung; Bildungsfonds; Lösungsstrategie; Bildungsverwaltung; Schuladministration; Schulverwaltung; Bildungspraxis
Abstract	Charter schools are approaching the ripe old age of 20. Although more work remains if one is to fully understand this complex education reform "movement," a growing body of data and research is being compiled about its strengths, weaknesses, and impact. An important subset of the charter school sector is just now receiving a similar level of scrutiny. Charter management organizations (CMOs) are integrated networks of charter schools that came on the scene around the turn of the century, a little less than 10 years after the first charter school opened its doors. NewSchools Venture Fund, a nonprofit grant-making organization, has been for more than a decade one of the leading private funders of CMOs serving low-income urban neighborhoods. Along the way, it has amassed data and direct experience that provide a window into this world. An analysis suggests that most of the CMOs are outperforming the local districts, especially for low-income students. The highest-performing CMOs in the NewSchools portfolio tend to be those that have embraced a "no excuses" approach to teaching and learning. These CMOs have created organizational and school cultures based on explicit expectations for both academic achievement and behavior, with meaningful consequences when those high expectations are not met. In this article, the author focuses on the CMOs in the NewSchools portfolio, which often operate 10 to 20 schools or more, serve thousands of children, and are materially different from their smaller counterparts, especially in terms of finances and management. (Contains 4 figures.) (ERIC).
Anmerkungen	Hoover Institution. Stanford University, Stanford, CA 94305-6010. Tel: 800-935-2882; Fax: 650-723-8626; e-mail: educationnext@hoover.stanford.edu; Web site: http://educationnext.org/journal/
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10