Date

Winter 12-3-2025

ESRP 9000 Professor

Sandy Underhill, Ed.D.

ESRP 9001 Professor

Sandy Underhill, Ed.D.

Executive Summary

Developing Partnerships for Stakeholder Mapping: A Strategic Approach to Political Opposition to the Charter Movement. Shirlon Norman Clay, 2025: Strategic Research Project, Nova Southeastern University, Abraham S. Fischler College of Education and School of Criminal Justice. Keywords: charter schools, traditional public school system, strategic partnership, stakeholder mapping, strategic plan, political opposition, and negative externalities.

The SRP was designed as a mixed-methods research study used to identify a critical gap/problem at GEO Academies. The research utilized qualitative literature as evidence to support strategic decision-making guided by quantitative tools, such as the SWOT analysis, Internal/External Factors Evaluation (IFE/EFE), and the Quantitative Strategic Planning Matrix (QSPM). The problem identified as in critical need of attention is political opposition. Opposition to the charter movement is a significant threat factor, identified through SWOT analysis, and negatively impacts the survival and operational sustainability of charter institutions, such as GEO Academies. This opposition is because of the negative externalities associated with the charter school expansion, including racial segregation of students, lack of accountability frameworks, diverting funds from traditional public schools, and imposing an additional tax burden on American taxpayers. The three solutions discussed to address the problem of political opposition to the charter movement include GEO Academies adopting transparent and accountable practices, building strategic alliances and partnerships, and participating in policy proposals at various levels of governance. Out of these alternative solutions, building strategic alliances and partnerships was the most practical solution, as it allows our organization to cultivate social and political capital that can amplify the impact of charter schools. After using the QSPM tool, targeted stakeholder mapping was identified as the most attractive strategy for implementing the solution, which yielded a total attractiveness score (TAS) of 5.82. The action plan aims to identify stakeholders, foster trust with community and education leaders, craft tailored messaging, align charter objectives with local policies, and track stakeholder involvement, from August 15, 2026, to August 10, 2027. During this period, the organization will deliberately align its resources and institutional support to drive change across the three states in which it operates: Louisiana, Indiana, and Ohio.

Undoubtedly, political opposition poses a significant threat to the sustainability of charter schools, necessitating a response from GEO Academies through strategic partnerships built using targeted stakeholder mapping. This study recommends that GEO Academies should emphasize building diverse coalitions of advocates, maintaining transparent communication, and continuously engaging stakeholders through structured collaborative programs. By implementing these measures, the organization can enhance its political and social capital, cultivate a culture of collaboration, and achieve long-term stability amid intense opposition to the expansion of charter schools.

Document Type

Strategic Research Project-NSU Access Only

Degree Name

Doctor of Education (EdD)

College

Abraham S. Fischler College of Education

Concentration

Reading

Language

English

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