Charter schools offer something that public school systems, parents, and teachers need: a way to experiment with alternative ways of teaching, motivating students, organizing schools, using technology, and employing teachers. While people came down on both sides of support for or against charter schools, everyone was surprised by how difficult it was to assess charter school performance. The first part of this book focuses on how to improve estimates of charter schools' performance, especially their benefits to students who attend them; the second part suggests how policymakers can learn more about charter schools and make better use of evidence. The editors and authors suggest ways states and localities can improve the quality of data on which charter school studies are based and trace some of the ways charter school research influences policy.

The expert contributors to this volume tell how state laws and policies have stacked the deck against charter schools by limiting the number of charter schools allowed in a state, forbidding for-profit firms from holding charters, forcing them to pay rent out of operating funds, and other ways. They explain how these policies can be amended to level the playing field and give charter schools--and the children they serve--a fairer chance to succeed.

The review of the furious national debate over school choice examines the benefits of choice for children, families, and schools-and shows how properly designed choice programmes can prevent the hramful putcomes opponents fear.

America's education system faces a stark dilemma: it needs governmental oversight, rules and regulations, but it also needs to be adaptable enough to address student needs and the many different problems that can arise at any given school - something that large educational bureaucracies are notoriously bad at. Paul T. Hill and Ashley E. Jochim offer here a solution that is brilliant for its simplicity and distinctly American sensibility: our public education system needs a constitution. Adapting the tried-and-true framework of our forefathers to the specific governance of education, they show that the answer has been part of our political DNA all along. Most reformers focus on who should control education, but Hill and Jochim show that who governs is less important than determining what powers they have. They propose a Civic Education Council-a democratic body subject to checks and balances that would define the boundaries of its purview as well as each school's particular freedoms. They show how such a system would prevent regulations meant to satisfy special interests and shift the focus to the real task at hand: improving school performance. Laying out the implications of such a system for parents, students, teachers, unions, state and federal governments, and courts, they offer a vision of educational governance that stays true to - and draws on the strengths of - one of the greatest democratic tools we have ever created.

Mayoral takeovers of big city public education systems are desperation measures. After decades of decline in school quality, something must be done to make sure city children learn enough to function as adults in American society. But how can city leaders make a real difference?

This book, a sequel to Fixing Urban Schools (Brookings, 1998), is a practical guide for mayors, civic leaders, school board members, and involved citizens. Based on case studies of city reform initiatives in Boston, Memphis, New York City District #2, San Antonio, San Francisco, and Seattle, the book provides practical guidance on how to formulate a plan bold enough to work and how to deal with political opposition to change. It concludes that mayors and private sector leaders must stay engaged in education reform by creating new public-private institutions to support high quality schools.

Deficient urban schooling remains one of America's most pressing --and stubborn --public policy problems. This important new book details and evaluates a radical and promising new approach to K-12 education reform. "Strife and Progress" explains for a broad audience the "portfolio strategy" for providing urban education --its rationale, implementation, and results. Under the portfolio strategy, cities use anything that works, indifferent to whether schools are run by the public district or private entities. It combines traditional modes of schooling with newer methods, including chartering and experimentation with schools making innovative use of people and technology. Urban districts try to make themselves magnets for new talent, recruiting educators and career switchers looking to make a difference for poor children.

The portfolio strategy creates interesting new bedfellows: people who think that government should oversee public education align with those advocating choice, competition, and entrepreneurship. It cuts across political lines and engages city governments and civic assets (e.g., philanthropies, businesses, universities) much more deeply than earlier reform initiatives. New York and New Orleans were portfolio pioneers, but the idea has spread rapidly to cities as far-flung as Los Angeles, Denver, and Chicago.

Results have been mixed overall but generally positive in places that implemented the strategy most aggressively. Reform leaders such as New York's Joel Klein have been overly optimistic, however, assuming that the strategy's merits would be so obvious that careful assessment would be unnecessary. Serious policy evaluation is still needed.

Charter schools offer something that public school systems, parents, and teachers need: a way to experiment with alternative ways of teaching, motivating students, organizing schools, using technology, and employing teachers. While people came down on both sides of support for or against charter schools, everyone was surprised by how difficult it was to assess charter school performance. The first part of this book focuses on how to improve estimates of charter schools' performance, especially their benefits to students who attend them; the second part suggests how policymakers can learn more about charter schools and make better use of evidence. The editors and authors suggest ways states and localities can improve the quality of data on which charter school studies are based and trace some of the ways charter school research influences policy.

Bringing change to our public school system is hard, and the current system of education governance creates barriers that can make that reform even harder. Here six authorities in public education discuss how local philanthropies can overcome them even if school districts cannot. Making School Reform Work identifies new institutions that can be created by foundations and civic groups to remedy deficiencies in local school governance, formulate bold reforms, and guarantee implementation. These institutions include incubators for starting new schools, independent data analysis centers, public-private partnerships for recruitment and training of school leaders, and new ways of funding and managing school facilities. The contributors are Sarah Brooks (Carleton College), Michael DeArmond (University of Washington), Marguerite Roza (University of Washington), and Abigail Winger (Milwaukee consultant).

Charter schools are among the most debated and least understood phenomena in American education today. At the heart of these matters is a contested question of accountability. To survive, charter schools must make and keep promises about what students will experience and learn under their purview. However, unlike public schools, charter schools do not rely exclusively on their relationship with school districts. They must also look to parents, teachers, and donors to cooperatively establish expectations of a particular school and its mission. Aimed toward elected officials, school reform activists, and educators, this book is the result of the first national-scale study of charter school accountability. The authors researched one hundred-fifty schools and sixty authorizing agencies in Arizona, California, Colorado, Georgia, Massachusetts, and Michigan. These states contain the majority of charter schools that have been operating for three years or more and represent the major differences in state charter school legislation. The authors include interviews from a range of participants in the field(c)from state legislators and administrators to principals, teachers, and parents. In assessing the structure of accountability as it works internally to bolster external confidence, Hill and Lake suggest the struggle of charter schools actually complements those of standards based reform. Both seek to transform public education to make schools responsible for performance, not compliance.

Every year, in one out of three big cities, the school superintendent leaves his or her job, sending local community leaders back to square one. Cleveland, Baltimore, and Washington, D.C., are struggling to recreate their failed school systems, and many more cities are likely to follow. City leaders need more than new superintendents. They need stable reform strategies strong enough to move an entrenched system. Unfortunately, it is not clear where they can turn for help. Education experts are deeply divided about whether teacher retraining or new standards are enough to reform a struggling city system, or whether more fundamental changes, such as family choice and family-run schools, are needed. Based on new research, this book identifies the essential elements of reform strategies that can transform school performance in big cities beset by poverty, social instability, racial isolation, and labor unrest. It also suggests ways that local leaders can assemble the necessary funding and political support to make such strategies work.

Paul T. Hill examines the real-world factors that can complicate, delay, and in some instances interfere with the positive cause-and-effect relationships identified by the theories behind school choice. He explains why schools of choice haven't yet achieved a broader appeal and suggests more realistic expectations about timing and a more complete understanding of what must be done to make choice work.