Twelve studies find that overall gains in charter schools are larger than other public schools; four find charter schools’ gains higher in certain significant categories of schools; six find comparable gains; and, four find that charter schools’ overall gains lagged behind traditional schools.
Source: Charter School Achievement: What We Know, July 2005 Update
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http://www.hoover.org/publications/ednext/18844759.html
This article examines two models of public charter management organizations (CMOs): the corporate model with central management or the franchise. The corporate model with central management places its emphasis on a slow growth rate and careful attention to replicating an already successful model. The franchise model place its emphasis on a more rapid rate expansion and localized decision making. The author finds that the majority of public charter management organizations choose the corporate model to oversee the building and operation of each new school themselves. The trade-off for the slower growth is the assurance that each new school replicates the CMO’s standards for building design, staffing, and programs. KIPP, however, has adopted the franchise model providing intensive training for leaders who want to run KIPP-brand schools through its Fisher Fellowship program and carefully selecting communities in which to operate. KIPP does offer its new schools considerable freedom in deciding how they will earn and keep the KIPP brand. Choices regarding specific curricula, for example, are made by local school leaders. The author believes that the fast-growing franchise model, if done right, may be the best one for the public charter school movement.
Date: 2008
Source: Hoover Institution, Stanford University
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