Charter schools

Strategy overview

  • Leveraging autonomy to improve academic outcomes: Charter schools are publicly funded, privately operated schools that seek to leverage a high degree of autonomy to improve student outcomes. Relative to traditional public schools, evidence-based charter schools typically have longer school days, independent teacher hiring and training programs, and high, strict standards for student behavior and academic performance. Unlike traditional public schools, however, effective charter schools in most states must demonstrate that they have improved student achievement through standardized tests and other measures in order to maintain funding and continue operations.
  • Developing and refining innovative curricula: While there is significant variance across charter schools, high-performing schools often develop their own curricula and teacher training programs. Charter schools also create their own criteria and systems for hiring and evaluating teachers, though they must still be licensed like those in traditional public schools. In most cases, teachers at charter schools are non-unionized.
  • Publicly supervised and funded, privately managed: Though they receive public funding (often as part of a state funding formula on a per-student basis), high-performing, evidence-based charter schools are typically run by a non-profit entity known as a charter management organization. In some cases, a school district itself may choose to operate a charter school in an effort to innovate and apply learnings district-wide. Charter schools can be authorized by a range of institutions, including state and local education agencies, colleges and universities, and independent non-profits. Charters are typically evaluated for renewal every five years.
  • Lottery-based admission for all students: Charter schools are public schools of choice; they cannot charge tuition, and families must submit a basic application opting in to attending a particular charter school. In some cases, there are more applicants than available seats. In this situation, state laws often require charter operators to hold a randomized lottery to determine admission. Charter schools cannot selectively enroll students and must serve any student a traditional public school would, including English Language Learners and students with disabilities.
  • Providing enrichment opportunities: Many charter schools offer robust enrichment activities, especially in areas like STEM (such as coding), debate, chess, art, and athletics. Charter schools and networks with a strong development arm often run focused fundraising campaigns dedicated to specific enrichment programs.

Multiple systematic reviews and meta-analyses of rigorous evaluations show that effective charter schools can be associated with significant improvements in math, reading, and science achievement.

  • A 2018 meta-analysis of charter schools found that they improved student outcomes in math and reading relative to traditional public schools. However, findings were not consistent across grade levels.

  • A 2017 systematic review of 'No Excuses' charter schools — characterized by rigid and consistent discipline, more instructional time, and increased parental involvement — found that these schools improved math and literacy outcomes compared to traditional public schools.

  • A 2018 systematic review found that KIPP schools had positive effects on math (12 percentile points improvement) and English language arts (8 percentile points improvement) and potentially positive effects on science and social studies achievement.

Before making investments in charter schools, city and county leaders should ensure this strategy addresses local needs.

The Urban Institute and Mathematica have developed indicator frameworks to help local leaders assess conditions related to upward mobility, identify barriers, and guide investments to address these challenges. These indicator frameworks can serve as a starting point for self-assessment, not as a comprehensive evaluation, and should be complemented by other forms of local knowledge.

The Urban Institute's Upward Mobility Framework identifies a set of key local conditions that shape communities’ ability to advance upward mobility and racial equity. Local leaders can use the Upward Mobility Framework to better understand the factors that improve upward mobility and prioritize areas of focus. Data reports for cities and counties can be created here.

Several indicators in the Upward Mobility Framework may be improved with investments in high-quality charter schools. To measure these indicators and determine if investments in this strategy could help, examine the following:

Mathematica's Education-to-Workforce (E-W) Indicator Framework helps local leaders identify the data that matter most in helping students and young adults succeed. Local leaders can use the E-W framework to better understand education and workforce conditions in their communities and to identify strategies that can improve outcomes in these areas.

Several indicators in the E-W Framework may be improved with investments in high-quality charter schools. To measure these indicators and determine if investments in this strategy could help, examine the following:

  • 6th grade on track: Percentage of students in grade 6 with passing grades in English language arts and math, attendance of 90 percent or higher, and no in- or out-of-school suspensions or expulsions.

  • 8th grade on track: Percentage of students in grade 8 with a GPA of 2.5 or higher, no Ds or Fs in English language arts or math, attendance of 96 percent or higher, and no in- or out-of-school suspensions or expulsions.

  • 9th grade on track: Percentage of students in grade 9 with a GPA of 3.0 or higher, no Ds or Fs in English language arts or math, attendance of 96 percent or higher, and no in- or out-of-school suspensions or expulsions.

  • Math and reading proficiency in grade 3: Percentage of students in grade 3 who meet grade-level standards in reading/English language arts and math as measured by state standardized tests.

  • Math and reading proficiency in grade 8: Percentage of students in grade 8 who meet grade-level standards in reading/English language arts and math as measured by state standardized tests.

  • Math and reading proficiency in high school: Percentage of tested students who meet grade-level standards in reading/English language arts and math, as measured by state standardized tests.


  • Evaluate current and future facilities needs: The most significant challenge many charter schools face is securing adequate school space, especially as they mature and outgrow their original facility. To address this challenge, identify the appropriate size, facility type, and locations that best meet the needs of the school's student body. It is essential to be in frequent communication with the school district and a jurisdiction’s other relevant planning and facilities agencies to ensure a charter school’s space needs are met.
  • Establish school supply, transportation, and food services: In most cases, charter schools do not have access to a school district’s bus and food services or basic supplies (like desks and chairs) — all of which are critical to student access and success. During the planning phase, it is important to establish reliable, high-quality systems for securing essential supplies and services.
  • Leverage data systems for improvement and accountability: High-performing, evidence-based charter schools are often held to strict accountability standards by their authorizer and must be able to clearly demonstrate a positive impact on student achievement. Hire dedicated staff and invest in data management tools to evaluate and refine curricula, teacher and student progress, school climate, and more. The resulting analysis should be used to communicate success to the charter authorizer, families, government leaders, funders, and the general public.
  • Work with the school district: Charter schools and traditional public schools may share physical space and/or services, which presents a significant opportunity to develop a strong, mutually beneficial relationship. Charter school leaders should engage frequently with their counterparts at co-located schools and focus on identifying opportunities for collaboration, such as mentorship programs, community events, and professional development workshops.
  • Engage with families: Because charter schools have such a high degree of autonomy, leaders have a significant opportunity to incorporate feedback from family and community members into school operations. Charter schools should proactively solicit input from the community on a wide range of school operations and offerings, from curriculum to enrichment activities. Families can also help inform the school’s efforts to create a high level of cultural responsiveness in classrooms and other programming.

Evidence-based examples

Knowledge is Power Program (KIPP)
Charter school network focusing on high performance in attendance, homework, support for parents, and professional development for teachers
Elementary and middle school success
Proven
SEED School
SEED charter schools are public, urban, boarding schools.
High school graduation Post-secondary enrollment and graduation
Strong
Learn more:
US Dept of Education: National Charter School resource center National Alliance for Public Charter Schools: Charter law database LISC: SchoolBuild: From Idea to Construction New York City Charter School Center: Charter Management Organization Organization Guide