Betsy DeVos has awarded more than $200 million to the IDEA charter chain to expand in Texas and beyond. IDEA plans to swamp San Antonio, El Paso, and other cities.

IDEA promises that all students will graduate and go to college, but it doesn’t promise that all students will make it to senior year, or that they will make it in college (earlier studies by Ed Fuller, then at the University of Texas, now at Penn State, found that IDEA graduates had high dropout rates from college).

Read this study of IDEA to learn more.

 

Texas Charter Schools – Perception May Not Be Real

IDEA Public Schools: Remove the “Rose–Colored Glasses” and Many RED FLAGS Appear

By:  William J. Gumbert

 

IDEA Public Schools (“IDEA”) is the fastest growing privately-operated charter school in Texas and its rapid expansion in local communities is funded and controlled by “special interests” that desire to “privatize” public education.  With promotions of a “100% College Acceptance Rate” and students being “Accepted to the College or University of Their Choice”, a full-time staff is employed to advocate for IDEA in local communities and to aggressively recruit “economically-disadvantaged” parents dreaming of a better life for their children.

Ann Landers said: “Rose-colored glasses are never made in bifocals.  Nobody wants to read the small print in dreams”.But with the education of children and millions of taxpayer dollars at stake, the small print is vitally important. Part 4 of this 5–part series removes the “rose-colored glasses” that are inherent in the promotions of IDEA Public Schools to provide parents, taxpayers and communities an opportunity to review the potential RED FLAGS that appear when the light is solely focused on the facts of the rapidly expanding, privately-operated charter school.

Overview, Growth, Taxpayer Funding and Financial Benefits: As a privately-operated charter, IDEA has been approved by the State to separately operate in community-based school districts with taxpayer funding.  Since opening with 150 students in 2000, IDEA has been consistentlyfocused on expanding its footprint. In this regard, IDEAstrategic growth plan states it will serve 100,000 students by 2022 as new campuses are opened in Austin, El Paso, Houston, Midland/Odessa, Rio Grande Valley, San Antonio, Tarrant County, Louisiana and Florida. At 100,000 students, IDEA would be the 31st largest school system in the United States.

With an appointed board in the Rio Grande Valley, the expansion of IDEA is orchestrated without the involvement of local communities and taxpayers.  IDEA’s growth is solely controlled by its appointed board, the State and its private donors.  With the legislature supporting the expansion of privately-operated charter schools, the State recently approved IDEA to open 21 additional campuses across Texas.

IDEA Public Schools – Annual Taxpayer Funding

IDEA’s flexibility to expand has resulted in more and more taxpayer funding. Since its first graduating class of 25 students in 2007, IDEA’s taxpayer funding has increased from $14.9 million to approximately $440 million per year.  This represents an increase in taxpayer funding of 2,853% in only 13 years.  

 

IDEA’s growth has also proven to be lucrative for its leadership team.  As disclosed on its 2017 IRS Form 990, the Chief Executive Officer and Superintendent collectively received financial benefits totaling $968,208 in year 2017/18.  In addition, 8 other IDEA administrators received financial benefits totaling between $219,070 – $466,006.  On average, IDEA’s Central Office administrators have a salary of $200,249, while the statewide average salary for Central Office administrators in all Texas public schools is $102,300.

Other benefits for IDEA’s leadership team include free travel for family members to IDEA events and the potential use of IDEA’s private airplane secured through a long-term lease.  That’s right, a taxpayer-funded “charter” school targeting underserved communities uses a private plane for “charter” flights.

Special Interests are Controlling and Directing IDEA’s Expansion – Not Communities and Taxpayers: As a privately-operated public school, IDEA’s expansion is not subject to the approval of local communities. Rather, IDEA’s expansion is controlled, directed and funded by “special interests” that desire to “privatize” public education.  IDEA’s growth strategy proves this: “new regional expansions are the result of community supported education reform groups soliciting and inviting IDEA to open in their region and concurrently offering substantial startup and operational funding…”.  

As shown below, IDEA has received financial commitments totaling over $150 million from private donors to expand in various regions of the State. It is important to emphasize that these financial commitments are contingent upon IDEA following the criteria specified by the donor (not parents, communities or taxpayers), which includes the opening of a specified number of new IDEA campuses in each region.

Private Donor

Commitment to IDEA

Expansion Region

Permian Strategic Partners

(Scharbauer and Abell-Hanger Foundations)

$ 55,000,000

Midland/Odessa

Charter School Growth Fund

(Gates and Walton Family Foundations)

$  23,800,000

Rio Grande Valley

KLE Foundation

$  23,558,800

Austin

CREEED Foundation (Hunt Family Foundation)

$  17,000,000

El Paso

Laura and John Arnold Foundation

$    9,500,000

Houston

Sid W. Richardson Foundation

$    5,774,000

Tarrant County

Kleinheinz Family Foundation

$    5,774,000

Tarrant County

Ewing Halsell Foundation

$    5,500,000

San Antonio

Walton Family Foundation

$    5,417,800

Tarrant County

Choose to Succeed and City Education Partners

(George W. Brackenridge Foundation)

$   4,528,351

San Antonio

 

 

IDEA Reduces the Funding of Community-Based School Districts by an Estimated $350 Million Per Year:   IDEA’s expansions are typically promoted with much publicity and fanfare.  But such announcements routinely fail to mention the negative financial impact to local school districts that result from IDEA’s expansion. In this regard, Newton’s Third Law – “for every action, there is an equal and opposite reaction”, applies to education funding. In most cases, there is not any additional funding provided for IDEA to operate in communities as local public education funding is finite. As IDEA enters a community, the available funding must be divided amongst IDEA and the existing community-based school districts.  In other words, the funding provided to IDEA will directly reduce the funding and ability of community-based school districts to simultaneously serve students. At this time, it is estimated that IDEA’s expansion in local communities has reduced the funding of community-based school districts by $350 million per year.

IDEA Has Lower Teacher and Principal Experience and Larger Class Sizes: Most parents likely prefer for their child to attend a school that deploys lower “student to teacher” ratios and smaller class sizes. Parents are also likely to prefer teachers and principals with more experience. But IDEA’s“education model” defies these logical preferences. According to Texas Academic Performance Reports (“TAPR”) published by the Texas Education Agency (“TEA”), IDEA’s average class size in the 3rd grade is 28.9 students or 9.9 more students than the statewide average. In addition, while IDEA publicly advertises that it has “Expert Teachers”, the average experience of IDEA’s teachers is only 1.9 years and 90.9% of IDEA’s teachers have 5 years of experience or less.   In comparison, the average teacher experience for all Texas public schools is significantly higher at 10.9 years.  Teacher turnover has also been historically high at IDEA with 22.1% of teachers leaving each year, which is 33.1% higher than statewide average. 

Maybe IDEA has figured out how to achieve its promoted results with larger class sizes, lower experienced staff and higher teacher turnover.  But if a child was needing to see a doctor, I think most parents would prefer a doctor with 10.9 years of experience, fewer patients and longevity within the community.

COMPARISON OF IDEA PUBLIC SCHOOLS AND STATE AVERAGE – TEXAS PUBLIC SCHOOLS

Teacher and Principal Experience, Class Size and Turnover

 

 

 

State Average – Texas Public Schools

Description

IDEA

Public

Schools

19.0 Students

CLASS SIZE – GRADE 3

28.9 Students

18.7

NUMBER OF STUDENTS PER TEACHER

15.1

10.9 Years

AVERAGE TEACHER EXPERIENCE

1.9 Years

37.3%

TEACHERS WITH 5 YEARS OF EXPERIENCE OR LESS

90.9%

6.3 Years

AVERAGE EXPERIENCE – SCHOOL PRINCIPALS

2.7 Years

16.6%

ANNUAL TEACHER TURNOVER

22.1%

 

 

IDEA’s Per Student Expenditures for Instruction and Student Services are Significantly Below Statewide Average:  Like a household or a business, the expenditures of a public school can provide insight into the priorities of the school. Once again, IDEA’s unique model defies the norm. In comparison to all Texas public schools, IDEA spends:

▪ 17.3% less per student on instruction;
▪ 91.2% less per student on career and technical training;
▪ 65.5% less per student on extra-curricular activities to supplement the education of students;
▪ 43.6% less per student on students with disabilities; and
▪ Zero dollars to educate students with a discipline history as such students are excluded from enrolling at IDEA.

COMPARISON OF IDEA PUBLIC SCHOOLS AND STATE AVERAGE

Per Student Expenditures

 

 

 

However, IDEA does spend 99.7% more per student on “School Leadership/General Administration”.  It is interesting to note that in comparison to the statewide per student average, the lower dollar amount that IDEA spends of “Instruction” is essentially equal to the higher dollar that IDEA spends on “School Leadership/General Administration”.

State Average – Texas Public Schools

Description

IDEA

Public

Schools

$ 5,492

INSTRUCTION

$ 4,543

 62.7%

INSTRUCTION EXPENDITURE RATIO

50.9% 

$    299

EXTRA-CURRICULAR ACTIVITIES

$    103

$    296

CAREER AND TECHNICAL TRAINING

$     26

$     75

ALTERNATIVE EDUCATION

$      0

$ 908

SCHOOL LEADERSHIP/GENERAL ADMINISTRATION

$ 1,813 

$ 174

SOCIAL WORK, HEALTH AND COMMUNITY SERVICES

$     62

$ 1,157

STUDENTS WITH DISABILITIES

$   652

 

IDEA Serves a Lower Percentage of “At Risk”, “Special Education” and “Disciplinary” Students: It is true that IDEA serves primarily “economically-disadvantaged” students.   But every “economically-disadvantaged” student is unique; and some students require more attention and resources. These include students that are categorized by the State as “At Risk” of dropping-out, “Special Education” due to a physical or learning disability and those with a “Disciplinary” history.   

IDEA Public Schools and Community-Based School Districts Targeted for Expansion

2017/18 Enollment Demographics

While IDEA publicly promotes that it is “Open to All Students”, IDEA’s enrollment eligibility criteria states that it may “exclude” students with a “Disciplinary” history.  In 2017/18, IDEA enrolled zero “Disciplinary” students and as such, IDEA is not really open to all students. In addition, data published by TEA demonstrates that IDEA serves a significantly lower percentage of “At Risk” and “Special Education” students than the community-based school districts from which they recruit students.  While there could be many reasons for this, it may be that IDEA is designed to only appeal to a certain segment of students in the communities they operate within.

Student Description

Austin ISD

Cypress-Fairbanks

ISD

El Paso ISD

Fort Worth ISD

Ector County ISD

Northside ISD – (San Antonio)

IDEA Public Schools

At Risk

51.3%

44.7%

56.3%

77.8%

57.4%

47.0%

45.9%

Special Education

10.9%

8.0%

10.7%

8.3%

8.4%

11.6%

5.2%

Disciplinary Placement

1,140

1,131

1,049

674

555

1,374

0

 

IDEA Has a Small Number of Graduates and an Alarming High School Student Attrition Rate:  While any high school graduate is to be celebrated, the actual number of IDEA graduates remains relatively small for a charter that has been approved by the State to expand to 83,000 students.  Based upon information published by TEA, in years 2015-2017 IDEA only averaged 571 graduates, which is comparable to the number of graduates at Coronado High School in El Paso ISD.   

IDEA PUBLIC SCHOOLS

Graduation Summary and High School Student Attrition – Classes of 2015-2017

 

 

Additionally, the high attrition rates of IDEA high schoolstudents indicate that its “educational model” may not be fulfilling the needs of all students.  As shown below, 24.8% of students enrolled in an IDEA high school during years 2015-2017 did not make it to graduation.  In each year, an average of 202 students left IDEA to attend another Texas public high school. In other words, only 3 of every 4 high school students graduate from IDEA as 1 of every 4 students leaves to enroll at a community-based school district or other Texas public high school.

Graduating

Class

Beginning 9thGraders

No. of Students – Transferring to Another Texas Public School

Actual Graduates

Change – 9thGraders Less Actual Graduates

Percentage Change – 9thGraders Less

Actual Graduates 

2015

747

224

539

–208

–27.8%

2016

670

181

500

–170

–25.4%

2017

865

200

675

–190

-22.0%

3-Year Average

761

202

571

–189

-24.8%

 

IDEA’S “100% College Acceptance Rate” is a False and Misleading Promotion:   IDEA’s promoted legacy is that “100% of (Students/Seniors/Graduates) are Accepted to College” and they have even promoted in formal documents that “100% of Graduates are Accepted to the College or University of Their Choice”.  But based upon the facts listed below, these promotions are simply not true and are “materially misleading” to prospective parents, many of which are “economically-disadvantaged”.

▪ First, IDEA does not disclose that its college acceptance rate is artificially manipulated by its graduation requirements, which REQUIRES students to be accepted to a 4-year college/university in order to graduate.

 

▪ Second, IDEA fails to disclose its high student attrition rate as 1 of every 4 students enrolled in an IDEA high school transfers to another Texas public high school prior to graduation.

 

▪ Third, IDEA does not disclose that its number of graduatesis relatively small, ranging from as few as 25 students to 571 students in 2017, and are not comparable to the community-based school districts it operates within. Statewide, over 300,000 students graduate from Texas high schools each year.

 

▪ Third and most importantly, 125 IDEA graduates applied to a 4-year Texas college/university in years 2012-2016and were not accepted according to latest data published by “tpeir-Texas Education Reports”,

 

▪ Fourth, the misleading nature of the statement that “students are accepted to the college or university of their choice” speaks for itself and such a statement raises thequestion of IDEA’s real motivations.

IDEA Graduates Have a Lower College Graduation Rate: In recent years, IDEA has attempted to broaden its appeal by promoting its unique model and curriculum is preparing students for success in college.  For example, IDEA’s Student Handbook and IMPACT Magazine that is prepared for students, parents and supporters includes the following statements:

▪ “IDEA has focused on raising the achievement levels and expectations of students who are underserved so they have the opportunity to attend and succeed in college”;

 

▪ “Since inception, IDEA has promised countless families that we will get their child to and through college”; and

 

▪ Vision: To ensure the state of Texas reaches its fullest potential, IDEA will become the region’s largest creator of college graduates.

Despite these statements, the college graduation rate of IDEA students is significantly lower than college bound students graduating from community-based school districts in the geographic areas it serves. According to “tpeir – Texas Education Reports”, only 36.9% of IDEA’s 2012 class of 122 students that enrolled in a 4-year Texas college/university had graduated by 2017.  In comparison, the college graduation rate for college-bound students in community-based school districts targeted by IDEA for expansion ranged from a minimum of 50.2% to a high of 84.1%.

 

IDEA Public Schools and Community-Based School Districts Targeted for Expansion

Class of 2012 Enrolling and Graduating From 4-Year Texas College/University by 2017

 

Description

Austin ISD

Cypress-Fairbanks

ISD

El Paso ISD

Fort Worth ISD

Ector CountyISD

Northside ISD (San Antonio)

IDEA Public Schools

Enrolled

872

1,409

1,129

525

190

1,120

122

Graduated

603

1,185

567

323

145

872

45

Graduation Percentage

69.1%

84.1%

50.2%

61.5%

76.3%

77.8%

36.9%

 

 

IDEA Graduates Have Lower Success During Initial Year of Attending a 4-Year Texas College/University:  There may be many contributing factors for the lower college graduation rate of IDEA students and unfortunately, poverty may be one.However, information published by the Texas Higher Education Coordinating Board indicates poverty is not the only one.

Of the 467 trackable graduates within IDEA’s class of 2018 that enrolled in a 4-year Texas public college/university, 37% had a GPA below 2.0 and an additional 21% had a GPA below 2.5 in their initial year.  In other words, despite IDEA’s promoted focus on preparing students to succeed in college, 58% of IDEA’s 2018 graduates had a GPA below 2.49 in their initial year of attending a 4-year Texas public college/university.

 

 

Closing: As IDEA Public Schools expands in your communityat the direction of privately funded “special interests” and your community relinquishes control of certain schools and taxpayer funding to the privately-operated charter, you deserve to know the facts.

To me, the facts do not support IDEA’s self-proclaimedsuccess as many RED FLAGS appear when the “rose-colored glasses” are removed from IDEA’s promotions.  In addition, the facts are very similar to the circumstances of previousattempts to “privatize” public services that failed to fulfill theirpromises.  In this regard, the factual similarities include the promotion by “special interests”, lower expenditures to deliver public services, fewer public services, deployment of lessexperienced staff, higher administrative costs, employment of full-time promotional staffs and misleading advertisements, targeting of prospective customers, high turnover and the denial of service to certain customers.  

But these are only my thoughts and with the future of children and communities at stake, I encourage you to do a little homework and form your own conclusions.  Afterall, it’s your students, your schools, your tax dollars and your community.

https://drive.google.com/file/d/0B8bMZiGFYbRFTjZfYm5ZVnZFVmlFZUw4ZWRhOFYyZWFXaENJ/view