TLDR:
IDEA Public Schools CEO Dr. Jeff Cottrill claims to lead the “pre-eminent” school system, but the 2024-2025 District Improvement Plan tells another story. With high teacher turnover, declining AP scores, discipline inconsistencies, and overcrowded classrooms, IDEA's "pre-eminence" seems more fiction than fact. Cottrill’s $55K raise to $380K amid these issues raises serious questions about leadership priorities.
Meanwhile, recent leadership shake-ups at HISD, state interventions, and election week maneuvers reveal systemic instability impacting Texas schools, especially in low-income Black and Brown communities.
Reflecting on the 2024 election, it’s clear that the same broken promises persist. Young Texans stepping into civic life have a chance to push for real change in 2026.
The call is clear—demand transparency, accountability, and a truly student-centered education system. Let’s get to work.
Preeminent
The first line in the LinkedIn “About” section of IDEA’s CEO reads, “Leading the pre-eminent school system in the nation.”
Reflecting on this bold claim of “pre-eminence,” one might wonder if Dr. Jeff Cottrill, IDEA’s CEO and former lead investigator for the Texas Education Agency (TEA), truly understands the meaning of the word—or if he’s being blatantly disingenuous. Ironically, Dr. Cottrill once spearheaded the TEA investigation into IDEA’s own financial misconduct, which ended in a settlement. Yet today, he presents himself as the head of the nation’s “pre-eminent” school system.
Despite Dr. Cottrill’s claim of leading the “pre-eminent” school system, the 2024-2025 District Improvement Plan reveals significant challenges that call this into question and, more importantly, show concerning impacts on the children the system is meant to serve:
High Teacher Turnover and Staff Retention Challenges: The report revealed a 24.5% teacher turnover rate, with nearly one-third of new teachers leaving due to “unrealistic expectations” and a problematic “organizational culture” . The district also failed to meet its target of 85% overall staff retention, citing compensation issues, poor work-life balance, and inconsistent onboarding. For students, this means they experience frequent changes in teaching staff, leading to disrupted learning, instability in classrooms, and diminished opportunities to form meaningful relationships with educators. This instability can erode trust and impact academic achievement, as students are less likely to receive consistent and high-quality instruction.
Student Retention Issues: A quarter of new students did not stay at IDEA, with school culture cited as a primary reason for their departure. This indicates that many students may feel disconnected or unsupported, leading to an environment where students are less likely to thrive or feel valued. For children, constant student turnover means disrupted friendships and classroom dynamics, which can negatively impact social-emotional development and learning.
Strict Transition Practices: At IDEA, K-5 students must walk in silence (level 0) with one hand behind their back and one in front of their mouth, while grades 6-8 must walk in straight lines at level 0. These rigid practices stifle personal responsibility, limit social interaction, and hinder the development of autonomy and critical thinking. This contrasts starkly with more affluent schools, where transitions are structured yet flexible, fostering independence, respect, and real-world readiness. For an institution claiming to be “pre-eminent,” such highly controlled practices fall short of nurturing the student-centered environment expected of top-tier schools.
Discipline Inconsistencies: Discipline audits found that over half (54%) were inconsistent with IDEA’s code of conduct. For children, this means that disciplinary measures may be applied arbitrarily or unfairly, which can lead to confusion, resentment, and a school climate of distrust. Inconsistent discipline can particularly impact marginalized students, reinforcing negative outcomes and feeding into systemic inequities.
AP Exam Performance: AP scores have been in decline, including a 2% drop in AP scholars, attributed to deficiencies in teacher and leadership training. For students, this means diminished opportunities to earn college credit, decreased academic rigor, and a potential disadvantage when applying to competitive colleges.
Math Performance Decline: STAAR results indicated substantial declines in math performance across ALL grade levels, linked to inadequate teacher content knowledge and misaligned assessments. This means that students are not receiving the foundational math skills needed for future academic success. Without strong math education, students face long-term disadvantages in STEM fields, critical thinking, and problem-solving capabilities.
Class Size Disparities: IDEA's class sizes are significantly larger than state averages, raising concerns about individualized attention and resource strain. For an institution claiming to be “pre-eminent,” these larger class sizes highlight a potential mismatch between the public image and the actual student experience.
Share K-12 Gym: The fact that K-12 students share the same gym highlights significant infrastructure limitations and resource strain. This arrangement can lead to overcrowding, scheduling conflicts, and age-inappropriate interactions, impacting the quality of physical education and extracurricular activities. High school students, in particular, may feel constrained or uncomfortable sharing gym space with much younger peers, which detracts from their experience. For a school system claiming to be “pre-eminent,” this points to a disconnect between the stated reputation and the actual resources provided to students.
But, perhaps preeminence is measured in other ways, justifying Dr. Cottrill’s $55k raise this year, bringing his salary to $380k.
Continued…
Preeminence could mean mimicking the tactics seen last week at HISD, where Mike Miles, appointed by the Texas Education Agency (TEA) as superintendent, orchestrated a game of Musical Chairs at HISD, reassigning school leaders across the district for undisclosed reasons. This reshuffling left families and staff stunned, underscoring the consequences of leadership instability. Miles, previously the CEO of Third Future Schools, a Colorado-based charter network entangled in allegations of using Texas taxpayer dollars for out-of-state operations, exemplifies the complex connections between TEA, charter schools, and district takeovers.
In the same week, IDEA’s San Antonio region experienced its own leadership shake-up: various sources from within the organization reported that a principal was demoted and reassigned, two assistant principals from the same school were transferred to new campuses, and several other leaders were given new roles in the process. The principal’s message to staff on Friday November 8, acknowledged the abruptness of these changes, as well as the “shocking” and “heavy” impact of losing primary campus leaders with minimal notice. This reshuffling mirrored the administrative overhaul seen at HISD, leaving IDEA staff bracing for further uncertainty.
The implications for students are especially concerning. For students experiencing their fourth principal in as many years, this lack of stability undermines the foundation needed for trust, consistent education, and a supportive learning environment. But the potential impact of these shifts runs even deeper. With leaders being moved between campuses, there’s a risk of questionable practices being carried from one location to another. Is this reshuffling simply an optics maneuver to demonstrate that the organization is “addressing” leadership issues? The official explanation may be that these changes are “strategic” or “for the needs of the students,” but from an outsider’s perspective, this strategy appears questionable at best.
Relocating underperforming leaders instead of addressing root issues risks perpetuating problems rather than solving them. One could even ask: is this not, in effect, poisoning the well?
These actions are part of a broader pattern involving TEA’s influence and its ties to charter organizations. Also last week, Abel Saavedra, the superintendent of South San Antonio ISD appointed by TEA as a conservator, recommended a state takeover of the district. Saavedra’s concurrent role as a board member for Royal Public Schools, an existing charter operating in San Antonio, raises pressing questions: Is there an agenda to hand public districts over to charter networks? What does TEA’s broad authority mean for public education, school stability, and student welfare?
Closing
If IDEA is the “pre-eminent” system and the largest charter network in Texas, and we see the shortcomings of this massively funded charter on full display, what does that say about the other charter networks vying for your scholar’s enrollment?
The disproportionate impact these decisions, leaders, and organizations have on predominantly low-income Black and Brown communities cannot be ignored. HISD, South San Antonio ISD, and IDEA Public Schools all serve these communities—and with another takeover recommended, I can’t help but question the motive. In future essays, I’ll explore the connections between the rise of charter schools, for-profit universities, private institutions, and their primary demographic: Black and Brown students.
Consider IDEA-U, once branded as an option for students and staff to earn a degree. While the IDEA-U brand itself seems to have quietly disappeared, questions remain: How many students and staff were encouraged to enroll, perhaps even taking out loans, to join a program that no longer exists in its original form? This isn’t about claiming failure; it’s about accountability—ensuring that those who invested time and resources into the program aren’t left unsupported. For our communities, transparency and follow-through matter.
The 2024 Election Reflection
Last week was a doozy. Between shake-ups at HISD, IDEA San Antonio, and South San Antonio ISD, we also had a presidential election. The timing is hard to ignore; with so many of us preoccupied by the election aftermath, last week became the perfect moment to slip in moves that might otherwise have faced stronger public scrutiny. Coincidence? Maybe. But we shouldn’t overlook it.
To the young people stepping into civic life, I say this: The 2024 election, much like others in recent history, didn’t bring the sweeping change we might have hoped for. We had two candidates, two parties, half-truths, empty promises, and ultimately, a winner. Tens of millions didn’t vote, others cast protest ballots, and many clung to a few critical issues. Meanwhile, the larger concerns remain—unchallenged and unaddressed. As young civic participants in Texas, your next opportunity to participate is likely the 2026 gubernatorial election. It is an excellent opportunity to look forward and to begin dissecting those wanting your vote.
Take Governor Greg Abbott, who once proudly declared he wanted to keep Texas #1, but #1 in what? Sure, Texas is often a top-ranked state for business—which is probably why the world’s richest man, a product of apartheid, chose to reside here, and also why Texas was named worst state in America for quality of life, but aside from business, what else is there?
· #1 for the uninsured—18% of Texans lack health coverage, the highest in the nation.
· Near the top for maternal mortality—with some of the highest rates, especially for Black and Hispanic women.
· #1 in incarceration rates—leading the country in locking up our residents, including youth.
· Near the bottom in education funding—resulting in large class sizes, teacher shortages, and systemic inequity.
· Near the top for child poverty—1 in 5 Texas children lives in poverty.
· Bad air quality—with pollution from the energy sector compromising health and environment alike.
· High in voter suppression—restrictive laws targeting marginalized communities and stifling democratic participation..
· High Obesity Rates: 36.1% of adults affected, far exceeding the national average. Among children aged 10 to 17, Texas ranks 46th, with a 21.5% obesity rate, underscoring an urgent need for public health interventions to combat obesity across all ages
If we allow leaders to speak without holding them to any level of consistency, we will be deceived. Looking ahead to 2026, I personally, will not forget what it is to be considered “#1” in the mind of Greg Abbott, as well his commitment to free speech on college campuses. One day he jovially makes a video about the importance of unequivocal free speech on college campuses, the next day he calls the state police on college protesters exercising their first amendment rights. Why should you be trusted?
Conclusion
So, I understand why people grow disillusioned with politics. At 33, I’ve seen enough broken promises and enough deceit to check out. But, if we stand by and let leaders lie, cheat, and manipulate unchecked, or we check out altogether, we can’t be surprised nor complain when society shifts backward. We owe it to ourselves, and to future generations, to resist complacency.
As a millennial, I’ve seen both parties fall short. My focus now is on those who truly yearn for progress. I’m not here to rehash the past or focus on lies about weapons of mass destruction, election interference, war crimes, privacy violations of citizens, etc. While these things happened, and are serious, we must address the root problem. What I see—is weakness in leadership, weakness in character, and weakness in education.
I want a truly preeminent school system, one that serves all children. But we don’t get there by lowering standards and telling students that 40% is a passing grade. What are we teaching them if we allow this? According to the TEA’s STAAR reporting, the pass rate for Algebra I in spring 2024 was 35%, down from 39% in 2019. English I dropped from 59% in 2019 to 48% in 2024. Is this progress? Perhaps Abbott’s appointee, Mike Morath, can explain why we’re supposed to accept this decline.
As a Texan, I want to be proud of what we’re building here—not just for some, but for everyone striving for something better. This journey toward revitalizing our communities can start here in San Antonio, Texas, but it requires movement—today, and every day. We must be willing to be the gadflies in a society that often avoids critical thought. As Mario Savio once said, we need to be prepared to throw ourselves “into the gears of the machine” to create the change we need.
Together, we can make this happen and revitalize our communities. Change occurs through collective pressure, applied in the right channels, to the right people. It begins with you.
If you missed the first post on this journey, check it out here: Notes from the Educational Underground.
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Let’s get to work.