Title: Alternative public schools: making school work

mately the national per-pupil expenditure. Alternative Public Schools is not the only education management company nor is it the only type of program seeking to help the United States redefine its educational programs. For the first time, private sector companies are injecting competition into the school marketplace. The thinking is, "If competition pushes other businesses to innovate and to redefine themselves so that they survive, why not in education?" And, there are more alternatives to traditional public-school education such as charter schools (in which public schools receive state funding, attract their own candidates for admissions, and operate independently), vouchers (which allow students to spend the equivalent of their per-pupil expenditure on the private or public school of their choice), and school-business part- nerships (in which students graduate with better skills and a job). The result of all these options is that schools are changing how they operate to become more attractive to their customers. When schools compete with one another, they look for ways to bring down their overhead and operating costs, focusing more of their funds on their customers-the students themselves. The obvious question is, How efficient and successful will these management-company ventures be after the initial takeover? Early reports show that some companies are profitable. If management firms such as Alternative Public Schools are successful, we'll likely see more companies entering the market. Part 2 - Analyzing the Economics Behind Alternative Public Schools Directions: Answer the following questions. Use a separate sheet of paper, if necessary. Then, as a class, discuss your answers. 1. What two effects does the "invisible hand" of the market have in private sector deci- sions that appear not to take place in traditional educational programs? 2. What is a social cost? Name two potential social costs resulting from the management of our schools by private companies such as Alternative Public Schools. 3. What suggestions can you offer to get public education back on track during difficult economic times such as these? Casebook Chapter 3