Virtual Charter Schools and Home Schooling By Carol Klein

Chapter 2:

Background

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In the final analysis it is suggested that:

recourse to market approaches does not eliminate the exercise of politics and power. Neither, then, does it obviate the need for well-designed and well-functioning governmental institutions through which competing visions can be articulated and authoritative decisions be made and carried through. Market-oriented strate-gies may very well have a role to play in improving the societal capacity to meet collective needs, but good markets need good government if this is to be the case. (para. 44)

Perhaps together then, free-market entities along with public provid-ers will be able to strengthen our system of public education if roles are delineated and high standards are maintained during the reform process.

For-Profit School Management Corporations and School Closure

Truly, running a school is very hard work, requiring skills in many operations (e.g., creating and monitoring budgets, and handling the varying demands of differing clienteles). Some administrators with good intentions initially have opted to turn over the reins to private, for-profit companies because of unforeseen demands and burnout (Bracey, 1999). According to Bracey, private firms are franchises with pre-packaged, rigid curricula, opposed in vision and principle to the “mom-and-pop” charter schools which can offer local choice that is distinctive and education based. But private firms seeking profits for the educational services they provide are not necessarily a bad thing (Plank, Arsen, & Sykes, 2001) if they are able to deliver results without compromise.