LAUSR

In recent years, there has been growing debate over the corporatisation of schooling, specifically the managerial practices of expanding charter school networks in the USA, often referred to as charter management organisations (CMOs). By definition, CMOs are consistently high-performing, well-financed networks of small schools operating in urban spaces, which adhere to a very specific ‘no excuses’ (NE) model of education in serving primarily students of colour living in poverty. This article is an autoethnographic account of my work as a leader in a CMO, which I theorise as a neoliberal project. We know very little of how neoliberal policies and ideologies are enacted in daily school life. I consider how the ethical responsibility of an educator is positioned within the daily practices and lived experience of leaders and educators working in a CMO. In focusing on my own ethical tensions, the article captures how this corporatised model of schooling influenced my values as an educator, my conflicted sense of social justice and the emotional labour of enacting a model of schooling founded on surveillance and accountability.