Surprisingly little is known about the financial management practices of charter schools. The literature offer policymakers only anecdotal answers to the following important questions: Who manages charter school finances and what educational and previous employment experiences do they bring to their positions? What do audited financial statements reveal about the fiscal management practices of charter schools? What fiscal management training opportunities do the charter business officials and trustees receive and want? This article reports on a study that provides answers to these questions. Using multiple methods to analyze data from New York charter schools, this study shows, for example, that charter officials are variously prepared and desire more professional development in certain financial practices. The implications for policy and practice of these and other are discussed. (Contains 4 tables and 6 notes.)