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High-performing charter schools need to grow faster to serve more students, but to do so, they will have to overcome not just organizational obstacles but also significant political ones. That was the takeaway from a panel discussion on charter schools the Progressive Policy Institute held at the National Press Club today to launch a new PPI report: “Going Exponential: Speeding the Growth of High-Quality Charter Schools,” by Emily Ayscue Hassel, Bryan C. Hassel and Joe Ableidinger.

Bryan Hassel led off the panel by discussing his report, which begins from the premise that high-performing charter schools need to grow faster in order to serve more low-income children. “They only serve a tiny fraction of the students, only ten percent,” he said. “And the average number of schools being added annually is 1.3 schools. Only five CMOs [Charter Management Organizations] are planning to have more than 30 schools in their network by 2025. I don’t see a lot of prospects for serving millions of kids who need these schools.”

Hassel’s report focuses on urging leading CMOs to think big, and he distills nine lessons from high-growth organizations in the private sector that could apply to charters. On the panel he focused on four: generating cash flow, tackling talent scarcity, reaching customers where they are, and finding top leaders committed to growth.

To improve cash flow, he proposed a pay-for-performance scheme: “What if the best charters were paid more?” Hassel asked. “What if the top 10 percent received 10 percent more? Then they could invest in growth. And then we’d pay worse charter schools less, which would hasten the closing of the worst charter schools.”

To improve reach, Hassel proposed micro-reach and micro-chartering strategies: “How do you do more without having to find a facility?” Hassel said. “One idea is that policymakers could issue charters not just to whole schools but to individual teachers who want to serve 20-40 kids.”

Eva Moskowitz, CEO of Success Charter Network (who was featured in the documentary “Waiting for Superman”), applauded the goal of rapid growth. Success Charter Network has doubled in size every for the last four years, and will open up two more in the next year. “And I don’t die of exhaustion,” said Moskowitz, “I could keep going.”

And when she says exhaustion, she means exhaustion from the politics. “In our world it’s really hand-to-hand combat,” she said. “It’s the teachers’ union blockading students and preventing them from entering the school. We’re talking about having to ask police to come to usher our kids, five year olds, into the building” These politics, she noted, put real obstacles on growth.

Andrew Rotherham, partner at Bellwether Education Partners and former PPI colleague, echoed Hassel’s call for scaling up. “This field does not understand scale,” he said. “The only thing we consistently know how to scale is problems, bad ideas, and perverse incentives.”

Like Moskowitz, he also put a focus on politics. “We’ve done a poor job of using regulation and incentives,” he said. “Really there’s only one state, Michigan, that in meaningful ways incentivizes a process where good charter schools can replicate effectively.”

Rotherham noted that in many ways, top charter schools have grown beyond expectations. Once upon a time people predicted KIPP would never expand beyond two dozen schools (it is now at 100) and TFA would never expand beyond 500 core members (it now has 20,000 alums). But he also posed a question for future growth: “Do we need more CMOs or bigger CMOs? We talk about more-more-more, but what should it look like.”

R. Brooks Garber, vice president of federal advocacy for National Alliance for Public Charter Schools, added a note of caution to the rapid growth strategy. Quality control is important, he said. “It takes only one failure, and one failure would be the end of the brand. We open schools one grade at a time.” But he agreed that charter schools could be more strategic.

Hassel responded by suggesting that even if rapid expansion resulted in slightly reduced performance for top charter schools, it would still probably be better than the alternative – the continuation of inferior public or other charter schools.

All and all, the discussion highlighted the tensions between the aspirations of rapid growth and the substantial on-the-ground obstacles, both political and organizational. Everyone wants high-performing charters to grow faster. But it ain’t easy.