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We did not wake up one day and decide to develop an edited book on charter and autonomous school leadership. It actually happened because we both seem to have these serendipitous moments in which random events come together. As educators working for the Division of Adult Career Education for Los Angeles Unified School District, we observed what we perceived as inequities of a monolithic, bureaucratic school district in its treatment of the education of our “at-risk” youth. We believed that there must be more authentic leadership providing improved educational outcomes for these students underserved by the current one size fits all system. In our minds, moving away from the classroom into the administrative arena seemed to make sense if we were to effect change in the current landscape. What better way to garner more authentic leadership than to become leaders ourselves? We decided to return to school to get our administrative credential and a masters in Educational Leadership. Little did we know this one seemingly small decision would have such amazing results.

“Where was this book in October of 1992?!!!” That was my initial reaction after reading Kim Hughes and Sara Silva's edited book. As the founder of California's first charter school (and the nation's second) and CEO and Co-founder of the nation's first charter management organization, it's clear to me that this text would have been invaluable as education entrepreneurs worked in the early days of charter schools AND even more important today.

The Purpose of this chapter is to survey innovations and best practices in charter schools from a theoretical and empirical perspective. The goal is to identify essential elements needed to close the acheivement gap, and identify effective practices that enable all students to reach their fullest academic potential. The scope of this chapter focuses on the practices of charter schools form a national and local level, and incorporates anecdotal evidence collected from charter school personnel, authorizing districts, charter management organizations as well as an extant review of the literature. Furthermore, this study seeks to understand and identify those practices that are effective in improving student performance and why within any given set of variables these variables will not yield the same results. Ultimately, there are countless factors that determine school success, which are integral to what constitutes best practice. Findings revealed that although there is much evidence to support best practices in charter schools, in the end it is not about what is best; it is about what works effectively at each individual school.

Andrew L. Armagost is a doctoral student in educational leadership at the Pennsylvania State University. He holds a baccalaureate degree in education and policy. His interests in future research include education law, school finance, and teacher employment and certification.

The Interstate School Leaders Licensure Consortium (ISLLC) Standards were developed by the Council of Cheif State Scholl Officers (CCSSO) and member states. Copies may be downloaded from the Council's website at www.wascsenior.org.