Incentives for Charter Schools: Building School Capacity Through Cross-Sectoral Alliances

Abstract

In this exploratory study, the authors examine the recent emergence of cross-sectoral alliances-organizations voluntarily working together to solve issues of mutual concern-in kindergarten through 12th-grade education. The article utilizes an economic approach to interagency collaboration and focuses on alliances in charter schools. The authors seek to (a) analyze the extent to which charter school legislation encourages or discourages alliances, (b) examine the types of organizations that form alliances with charter schools and the range of contributions they provide, and (c) assess the various incentives that lead charter schools and other organizations to form alliances. Implications of the findings for educational practice and policy as well as future research are discussed. Sincethestartofpubliceducation,educatorsandpolicymakershavestrug-gled to find the one best system for organizing schools and educating children (Tyack, 1974). The public, when dissatisfied with the state of education, has consistently demanded more effective classroom instruction and higher student achievement from schools. In response, educators, civic leaders, and policy makers have often turned outside the field of education for new governance and management models to enhance organizational capacity. 1

State Takeover, School Restructuring, Private Management, and Student Achievement in Philadelphia

“…These challenges are not addressed in the theoretical model proposed by Hill and his colleagues, which posits that school districts' primary role should be to monitor the performance of schools operated by third parties (see Hill, 2006). In contrast, the literature about public-private alliances describes the public sector as still a relative novice in determining how to make the new systems work (Wohlsetter et al, 2004). Three years of qualitative research on a sample of ten schools across all management providers suggests that thin management and the district's own initiatives have created an environment in which the reforms of the school district shape provider schools as much as or more than the demands and initiatives of the individual providers (Christman, Gold, and Herold, 2006).…”

“…Research on alliances between the public and private sectors suggests that the distinctive missions and interests of the different economic sectors-public, for-profit, and nonprofit-shape their respective contributions to any alliance (Wohlsetter et al, 2004). This research notes that effectively managing complex cross-sectoral alliances, such as the diverse provider model, poses significant challenges.…”

Charter Schools Taking a Closer Look

“…Administrative practices are structural/management changes that are not directly (but may be indirectly) tied to classroom practices. The most notable difference between charter and noncharter public schools is that many charters are involved in relationships with outside organizations which either manage or provide support to schools (Wohlstetter et al 2004). Management organizations that operate charter schools (with responsibilities that range from "back office" roles such as bookkeeping and facilities to fullscale management of the operational and instructional aspects of schools) include those that are both for-profit and nonprofit.…”

When parents choose to start up a school

“…The few studies that have been done on parental involvement in local educational networks, for instance, relate it to the adoption of local educational reforms (Kahne et al, 2001;Smith and Wohlstetter, 2001). Ties with public, for-profit, and nongovernmental organizations have been recognized as a major source JEA 46,1 of the resources, expertise, and governmental and market recognition needed for the establishment of charter schools (Brown et al, 2004;Wohlstetter et al, 2004). Moreover, parental involvement in community activity, which creates ties with powerful institutions, is associated with increased political power (Wohlstetter et al, 2004).…”