Using data from the DataQuest and Ed-Data databases provided by the California Department of Education (2006-2012), this study assesses if charter schools provide a net benefit to students compared to non-charter schools. Further, it examines if charter management organizations improve the performance of charter schools. I find that charter schools have no net benefit across all grades. However, charter schools get significantly better performance on high school language arts tests. Minority and low-income students perform better at charter schools than traditional public schools, especially at the middle school level. Minorities in middle schools perform even better at CMOs than independent charter schools.

The following report is an investigation of growth strategies for charter management organizations. The report begins with an overview of the School Choice Movement and its introduction of market forces into the public education system. Drawing from the private, nonprofit and education sectors, the report introduces three existing frameworks for organizational growth and new market entry. The report evaluates the robustness of each of these frameworks as well as their applicability to charter school expansion through the lens of a case-study investigation of IDEA Public Schools’ expansion from the Rio Grande Valley to the Austin, Texas education market. The report concludes by introducing a new, cross-sector framework for charter expansion that brings together the strengths of existing models as well as the lessons learned from the IDEA case. The framework consists of four phases: pre-expansion, geographic market selection, growth mechanism selection and implementation. / text

The purpose of the study is to investigate the relationship between academic emphasis and executive leadership from the perspective of a California charter management organization (CMO) chief executive officer (CEO). Executive leaders in California CMOs have a unique perspective that needs investigated. They experience educational leadership differently depending upon their individual backgrounds, educational experiences, and the families they serve. This study seeks to understand the experiences of a specific group of executive leaders and how they define academic emphasis in their CMO. The theoretical framework used to interpret the research findings was instructional leadership. The framework effectively built a lens for the reader to conceptualize the research of this study. The theoretical framework worked to guide and frame interpretation of respondent data. The research served to inform the research questions, not answer them explicitly. The research used a qualitative case study design approach focused on the story of the lived experience from the individual. The design aspired to interpret meanings and experiences from responses to uncover deep and detailed understanding. A CMO CEO responded to semi-structured interview questions. The interview protocol consisted of various question types: open-ended questions, follow-up questions, and classification questions. As transformational and educational leadership collide in Dr. Viviane Robinson’s current instructional leadership framework, the capability that is not explicitly presented is the ability for school leaders to build capacity for equity consciousness in all teammates in their organization and/or school. The findings from this study suggested that a fourth leadership capability is emerging in Dr. Robinson’s framework. There is a critical need for organization and school leaders to be equipped with the skills to seed an equity consciousness across teammates and other stakeholders.