Multistate networks are arguably the purest expression of the charter sector’s original promise as an engine of innovation within the public school system. On its face, this contention may appear somewhat counterintuitive; the proliferation of schools affiliated with charter management organizations (CMOs) that have siphoned market share away from standalone, community-based operators is often faulted for bringing homogeneity to a corner of the education landscape that once valorized pluralism. Replicating networks that expand their proven models into more than one state, however, are subject to divergent policy landscapes, operational conditions, and community expectations. Accordingly, in order to comport with the dictates of discrete sets of external demands, the leaders of multistate networks necessarily preside over a rolling set of limited experiments through which they are able to assess the relative efficacy of varying approaches to educating students. With the public policy and private philanthropic incentive structures continuing to tilt in favor of replication, and with multistate operators generally struggling to match the success of their more geographically compact peers, it is imperative that leaders of these unique organizations understand how to meet the needs of their communities while simultaneously cultivating the sense of collective mission that promotes effective operation. This collective case study explores how the leaders of five multistate networks attempt to create coherence within their organizations notwithstanding these materially different environmental conditions. Data from interviews, observations, and artifacts were triangulated, and the resulting analysis revealed commonalities, distinctions, and trends that illuminate how these leaders navigate the barriers that imperil the creation of coherence within the multistate construct. This study assesses the leadership moves that the chief executives of multistate networks make when attempting to create coherence and proposes a novel categorization scheme that classifies these strategies as either ideological, structural, or interpersonal in nature. This study also provides a composite picture of the successful multistate charter leader by synthesizing the key attributes possessed by the study participants, explaining how they exercise humility and finesse while using the serial experimentation compelled by the multistate framework to seek out opportunities to drive continuous improvement throughout their networks. Examined through a conceptual framework that ties together the literature on coherence in educational organizations and charter school replication, these findings demonstrate how multistate leaders engage stakeholders based in their satellite regions in a dynamic process of calibrating the appropriate fit between network model and local conditions. Implications from this study are relevant to the policymakers and funders who have continued to provide regulatory and financial support to operators undertaking interstate expansion efforts, to the current and prospective leaders of multistate CMOs who are being entrusted to create high-quality learning environments for students in far-flung communities, and to the superintendents of traditional public school districts who can draw lessons from the manner in which this study’s participants are consistently experimenting, evaluating, and adapting.

The purpose of this study was to create a manual for organizations seeking to expand from one high-performing charter school into a network of charters, while serving high-poverty populations. A well-documented critical need exists to expand quality educational options for high-poverty students. Despite legislation and investments, prior reform efforts have failed to significantly improve the academic outcomes of historically underserved Black, Brown, Latino, and low-income students. Charters schools are an important option for families seeking to expand the educational options for students whose parental incomes assign them to chronically failing schools. Despite disproportionately enrolling high-poverty students, some high-performing charter schools are excelling with this population. The research methodology included semi-structured 1-hour interviews, site visits, and artifact review from CMO leaders, funders, and consultants of high-performing charter schools The interviews were then transcribed and coded, and seven recurring themes emerged. Data analysis involved comparing these emergent themes with previous research. Data analysis found that the high-performing charter schools serving high populations credit culture, systems, and human capital as the three main components of successful expansion. Although the order differed, every participant cited these three factors as critical to replication with integrity. Interviews, site observations, and artifacts in the current study identified the following recurring themes: 1. Culture Is Everything 2. The Model: This Is How We Do Things 3. Codification for Replication 4. Inspect What You Expect 5. Develop Human Capital 6. Operations Are the Drivers of Network Success 7. Accountability, Autonomy, Equity The findings in the current study show a demonstrated need for replication with the participants highlighting the challenges, lessons learned, and crucial advice to future operators. The final product is a guidebook that provides charter school leaders, charter management leaders, and other stakeholders with concise information on instructional practices, school culture, curriculum, finances, and other factors that impact charter school expansion. This manual is based on the premise that high-performing charter schools offer increased opportunities for academic success and, thus, life success for economically disadvantaged students.