Robin Lake, via a kind Deb Britt email:

A few weeks ago, after I gave a presentation on the opportunities and challenges of the portfolio model, a charter school proponent asked me, “Robin, do you really believe districts can innovate?”
Certainly not under the current governance model, which is actually hostile to innovation. By innovation, I’m not talking about buying everyone iPads and Smart Boards. I’m talking about committing to an ongoing problem-solving disposition, and relentlessly hunting down the most promising new ideas–no matter their source–for addressing learning challenges. True innovation means seeking out evidence-based solutions and adapting quickly. It means facilitating proven solutions at scale rather than one-off programs or schools.
That’s simply not possible in traditional school districts, where finance systems dictate spending based on set staffing models and class sizes, which prevent schools from experimenting with more productive uses of teachers and new student grouping strategies. Accountability systems can discourage risk-taking and diverse approaches to instruction by penalizing schools for any short-term drops in test scores. Rigid internal regulations and processes (such as procurement) make it hard to try anything new. Salary structures and work rules assign people to a school regardless of whether they believe in its approach. While no single one of these factors by itself kills innovation, the sum is a self-limiting, regulated environment that discourages experimentation with new ways to serve students.
Districts will never be capable of innovating if they don’t fundamentally restructure and downsize central offices. They won’t be capable of innovating without closing dysfunctional schools and creating new schools; without partnering with charter schools, which have the flexibility and focus that district-run schools lack; and without committing to continually assessing what works and adjusting course quickly.