As a young adult, I loved watching game shows. The mid-1950s were a period of rapid growth in popularity for quiz shows. I remember watching Jack Barry, on-air host from 1947-1958 and 1960 – 1980 who produced and appeared on “High Low Quiz,” “Juvenile Jury,” and “Tic Tac Dough.” Then, there was Dennis James who is credited with hosting television’s first network game show in 1946 called “Cash and Carry.” One of the most popular of all times was, “The Dating Game” with Jim Lange. Rodney Alcala, a contestant on the show in 1978 is often referred to as “The Dating Game Serial Killer” because when he applied to be a contestant he had already committed at least four murders and decades later authorities discovered he was a prolific serial killer, but, I digress.
The best game show in my opinion is “Family Feud,” which started in 1976 and was hosted by Richard Dawson. He was the host known as the Kissing Casanova for his signature kiss on the cheek and lips to all his female contestants. The show would be hosted over the years by Ray Combs, Louie Anderson, Richard Karn (Home Improvement), John O’Hurley (Seinfeld), and Steve Harvey. My wife and I tune in every day to hear Steve Harvey say, “We asked a 100 people” and “The survey says!” Game shows give the audience the chance to live out our fantasies thinking, “Well, if someone must win, it could be me!”
Who uses surveys? And, what is the survey’s purpose? A better question might be “Who doesn’t use surveys?” It is common for companies to do employee surveys to measure staff engagement or companies may reach out to customers after a purchase to measure satisfaction. The overall purpose of a survey is to get feedback and ideas to understand areas of improvement. We were a little surprised and intrigued when we heard rumors in the last few weeks that the Local 3732 Executive Board of the FFA had done a survey of the firefighters in response to a new chief and in regard to some of the Mayor’s recent statements.
Let’s look at the questions in regard to the Mayor’s Statement Survey:
Question: Do you want Interim Fire Chief Glover to be the next Fire Chief of the Frisco Fire Department? The survey says 92.5% said NO, they do not want Interim Chief Glover to be the new Fire Chief, which is alarming considering he is currently running the Department. Have the firefighter’s lost confidence in Glover?
Question: Do you believe Interim Fire Chief Glover has improved/rebuilt morale and regained trust of the Department? The survey says 91.4% of the Association said, NO Glover has not improved morale or rebuilt trust. Interestingly, this directly contradicts what Mayor Cheney said at the Star Patriot Debate where he adamantly said Glover has increased morale and is starting to regain trust. When the Mayor answered with such confidence, did he knowingly lie? Was it an attempt to mislead the public to win the election? Just listen to him in his own words…
Now, let’s look at the Fire Chief Questionnaire in regard to the future hiring process of the fire chief position.
Question: Do you believe the organization has any qualified candidates to assume the task set forth by the City Manager’s office? The survey says 89.4% said NO that the organization does not have any qualified candidates as of now to assume the task. That is pretty telling that Frisco firefighters don’t agree with the Mayor’s view.
Question: Would you like the next chief to be an external hire or internal hire? The survey says, YES, 93.8% would like an external hire which is mind-blowing because it shows they have no confidence in current interim Chief Glover.
Question: Do you believe the finalist list should be composed of National Candidates? The survey says 91.7% responded, YES it should have national candidates. So, if it were a “national” search, why did they need to be Texas Certified? Oh no, nothing to see here.
Question: Do you believe the finalists should have experience as a chief in a department of equal or larger size and city population density? The survey says, 86.1% said YES they should have the current experience equal to Frisco’s department.
Question: Do you believe the department is appropriately preparing for the future or heading back to the past practices? The survey said 91.5%, YES, that they are heading back to the past practices. Are they referring to Mack Borchardt, the previous Fire Chief, who works now in the City Manager’s office as a special assistant?
Question: Do you believe the Department is appropriately staffed? The survey says 95.2% responded NO it is not adequately staffed. As a resident, that scares the shady shit right out of me that its own department feels that way.
Question: Do you believe there should be a stakeholders’ group of FF consisting of all ranks involved in the hiring process? The survey said 96.6% responded YES, they want to have a say in picking their next leader.
After seeing the survey, we too had some questions and decided to do some research.
Frisco’s Fire Chief was Mack Borchardt who started as a volunteer firefighter in 1973. Then, in 1982, he became the Administrator and Chief of Volunteers until 1987 when he became the City’s very first Fire Chief. Oddly, in September of 2011, the City announced he would retire and then assume new duties as a Fire Programs Consultant and Special Assistant to then City Manager George Purefoy.
Why would a fire chief take a new role out of the blue? Multiple off the record sources tell us that Borchardt was caught in some compromising situations which could have been a factor, or it could have been his staff and the association just didn’t like him either.
In the fall of 2011, a Climate Survey was done in the Frisco FD to identify growing concerns of firefighters and officers. It notes, “…there is a lack of trust, respect, and dignity between officers and firefighters. The culture… is very negative and one of intimidation, retaliation, and fear.” The examiner notes that in the conversations with the Chief and Officers they lead her to believe there is some truth to the claims. The report also notes there is considerable animosity regarding Chief Borchardt and that many in the department felt the entire senior staff along with the Chief needed to be replaced because they were all trained in Borchardt’s style. The most telling part of the report was that many firefighters believe the then Chief Borchardt was trying to run the growing department like it only had 20 employees, and instead of hiring those best suited for the job, he hired his friends.
Lastly, it notes the department is understaffed for the growing population (ding, ding, ding). At the time 76.3% of the respondents indicated they would leave the department if they could.
While we have no concrete evidence, multiple sources said Borchardt was pushed out. George Purefoy stood up for him and said, if he goes then I go, so instead Borchardt was moved into a new job at city hall working for George himself. After reading the report, it begs the question was Chief Borchardt removed “not retired” because of his personal behavior and management style that had torn apart the Department?
Did then City Manager George Purefoy save his friend with a cushy job right next to him at city hall? It is important to note that the current Interim Chief and candidate Lee Glover steadily advanced through the ranks of management in the fire department under the leadership of Mack Borchardt; so, based on the report, it might be plausible to assume Glover still has Borchardt’s management style and that is why the new survey shows no confidence in him. Either way, Borchardt and Glover are what some would call “thick as thieves.”
In 2013, the city hired Mark Piland as the new Chief of Frisco Fire Department. According to many of the sources we talked to, YES, change did start to happen, but it didn’t help that Piland was met by resistance from then Manager George Purefoy who conveniently had Mack Borchardt, the previous fire chief, in his ear. Think about it, if you are an old fire chief of 20+ years, would you want to see what you built in the Department change right in front of your eyes?
Tension began early on from what sources tell us, making it very difficult for Piland to make significant changes. Borchardt worked the ear of his longtime friend and boss George Purefoy for years, straining the relationship from the onset with Piland and Purefoy. We are guessing Piland realized early on he was facing a losing battle going up against the old fire chief in the City Manager’s ear day-after-day during his entire tenure. One has to wonder, is this why Piland thought he might better serve the City as Manager? One also wonders if the new City Manager Wes Pierson was really chosen because he would fall right in line?
As a side note, I had some of these suspicions months ago when I filed a PIR asking for Borchardt’s recent contract renewal by Purefoy that was signed just before retiring, which, NO, we still have not received.
Now, it’s 2023 and Glover, who has been the Interim Chief, is a candidate for Chief of the fire department. You can bet he wants that position badly, and his mentor and friend in the city manager’s office, Mack Borchardt would not mind seeing him in the position either. If that wasn’t enough, we asked around, and multiple officers told us shocking things regarding Glover that left us flabbergasted. YES, flabbergasted!
Obviously, out of fear of losing their jobs, I can understand why they would not want to go on the record. With that said, multiple firefighters spoke off the record. They have witnessed the Interim Frisco Fire Chief belligerently drunk multiple times in public and threatened them if they ever spoke up about it. The same firefighters confirmed he was recently seen in the street at a FD Conference, again belligerently drunk, peeing on a tree in the median during the middle of the day. Witnesses also say he drank heavily at lunchtime during some of these conferences. So now, the current survey makes total sense. All of these factors, history, and more, contribute to the survey results. We were told he has a known history of maliciously undermining all ranks of FD leadership for his own personal gain.
Based on what we were told, someone at city hall might want to ask the following interview questions of Interim Chief Lee Glover:
Is it true you have a history of being belligerently drunk at FD training conferences and FD apparatus purchasing meetings?
Do you have a DUI on your record from August of 1985? Were you sentenced to 2 years’ probation? Is the city aware of this?
Did you urinate on a tree in the middle of the street at an FDIC conference in Indianapolis? And is it true, you threatened FD staff if they spoke of the incidents and suggest they would “regret it?”
Is it true you have a history of using your rank to cause people in your department to fear losing their job should they go against you?
If we told you there was a tape of you making racially inappropriate statements how would you respond? Do you have a history of making racially inappropriate statements?
If the City had the guts to sit down with the staff today face to face for an honest conversation, would your current staff say all these incidents were true?
Lastly, does the Public Lewdness charge from 1992 and the indecent exposure charge in 2000 belong to you or your father?
From the City’s recent meet and greet, we now know the candidate shortlist is Rob Bergersen, Richard Davis, Lee Glover, Kenneth Johnson, and Marc Pate. None of them have held the position of Chief. But, we learned of a few names that were removed, and we are interested in asking, why since they seem to have much more experience? Take Paul Henley, who is the Fire Chief in Flower Mound and President of the Texas Fire Chiefs Association–why was he taken off the list? Chief Lasky in Lewisville, a 40-year veteran and has served as a Fire Chief for the last 12 years–why was he taken off the list? Hello? With the stellar background of on some of these candidates, one should wonder why they were removed from the list. “Survey Says…“
While the search is on for the new Frisco Fire Chief you can be sure that Frisco Firefighters are advocating for a Chief who supports 4 persons staffing and the 48/96 Model. What is the 48/96 model? We asked ourselves the same question we heard them speak about it at citizen’s input.
The Frisco Firefighters Association has been pushing the Frisco Fire Department to move from its current 24/48 schedule to 48/96 schedule. For context, 48/96 means 48 hours on duty followed by 96 hours off which equals essentially two consecutive 24-hour shifts and then four days off.
Meanwhile, City Manager, Wes Pierson has been very upfront he is against the 48/96 model. City Manager, Wes Pierson has been very upfront he is against the 48/96 model and after Fire Fighters talked about it recently at Citizen Input his response this was an HR issue that needed to be discussed privately.
What is the 48/96 Schedule?
Across Texas, fire departments have been moving toward the 48/96 model in recent years. Locally here in DFW McKinney, Richardson, Flower Mound, Lewisville, Carrollton, Denton, Allen, and Grand Prairie all operate on a 48/96 model.
Just this year Mesquite went shifted to the new 48/96 model. Mesquite officials also say the change was overwhelmingly well received, and they have not seen a drop-in service.
Then there is Plano. It is the FWB understanding that Plano is moving in the opposite direction from the traditional schedules. It is transitioning from 24/48 to 24/72, with the transition occurring over several years and additional firefighters being hired to make it possible.
The Frisco Chronicles investigation found evidence that departments like College Station, Sugar Land, Pearland, New Braunfels, Round Rock, Waco, Midland Beaumont, Odessa, Abilene, Brownsville, Klien, San Angelo, DFW Airport, Tyler, McAllen, Longview, Wichita Falls, Woodlands, Bryan, Conroe, Georgetown, Pearland, and Temple also have adopted the 49/96 model.
So, why is Frisco Management so opposed to it?
Models of Proof
College Station is particularly useful for this investigation because it measured the results after implementing 48/96 in November 2024. The city reported an 11.8% decrease in accidents, 28.7% decrease in unscheduled absenteeism, 48.5% increase in training and 93% approval among personnel.
Longview provides another excellent before-and-after example. It had operated 24/48 since 1972, then switched to 48/96 on January 9, 2025, initially as a one-year test. By 2026, its firefighter job posting states that the department is operating on 48/96 model because it helps long term with recruitment.
Should Frisco Switch To the 48/96 Model?
The 48/96 schedule is not simply a scheduling preference. It is a question of what kind of fire department Frisco wants to build for the next generation. A 48/96 schedule would give firefighters 48 hours on duty followed by 96 hours off, creating longer recovery periods and a more predictable work-life balance. For a department asking its firefighters to work one of the most demanding jobs in public service, that matters. Fatigue affects morale, family life, retention and, ultimately, readiness.
Frisco has grown into one of the largest and most sophisticated cities in North Texas. Its fire department should not be stuck treating staffing practices as something that cannot be questioned simply because “that is the way we have always done it.” Apparently, even fire schedules are capable of becoming sacred cows.
The question for city leadership is straightforward: if other departments can successfully operate under a 48/96 model, why shouldn’t Frisco at least seriously evaluate it? There would be legitimate issues to work through. Staffing levels, overtime, coverage, response times, training requirements and budget impacts would all need to be examined. A schedule change should be based on data, not slogans. But Wes Piersons simple refusal to examine the option is just as irresponsible as adopting it without understanding the consequences.
New Fire Chief = Fresh Start
And this is where Frisco’s next fire chief could have an opportunity to make a real difference. A new chief inherits more than trucks, stations and personnel. He or she inherits a department with a culture, a history and firefighters who have spent years watching decisions made above them. The next chief has the opportunity to listen before dictating, to bring firefighters into the conversation and to demonstrate that morale is not merely something mentioned in speeches or employee surveys.
If the 48/96 schedule can improve quality of life, recruitment, retention and morale while maintaining adequate coverage, it deserves a serious look. And if it cannot, firefighters and taxpayers deserve to know exactly why. The next fire chief could make that decision one of the first signs that a new chapter has begun: listen to the people wearing the gear, examine the evidence, and make the decision based on what works best for Frisco.
Wes Piersons Biggest Failure
What Wes Pierson fails to understand is that a strong fire department isn’t built solely with new stations and expensive equipment. It is built by keeping good firefighters, giving them a voice, and making sure they are rested, respected and ready when the alarm sounds. For Frisco, the 48/96 question may be about a schedule. But the bigger question is whether city leadership is willing to rethink the way it does business when the people doing the work tell them there may be a better way.
Wes Pierson has already shut down 4 Person Truck Staffing which the Fire Fighters have been asking for. Both Pierson and several of the current city leaders claimed it would bankrupt the city – yet just this week the City of Celina approved 4-person truck staffing due to the city’s growth. Many North Texas Cities have 4-Person Staffing – yet only Frisco would be affected negatively by it. At least that is what our current YES MAN City Manager, Wes Pierson and several sitting council members want you to believe even though they have NO FIRE SERVICE EXPERIENCE.
For transparency purposes, Frisco Chronicles has never like nor trusted the new City Manager, Wes Pierson. Why? Remember Pierson came to Frisco after serving as the City Manager for the Town of Addison from 2016 to 2020. According to GovSalaries.com his annual wage was $294,102. Residents of Frisco are being asked to trust a man who previously managed “A TOWN” with a population of 17,247 people that covered approximately 4.4 square miles with a growth rate of .3% annually with what is best for Frisco’s future. Compare that to Frisco which covers 69.19 square miles with a tollway dividing the city and has a population of 245,057 and is growing at an annual rate of 3.42%.
Frisco Chronicles firmly believes Wes Pierson has no idea what “A CITY” like Frisco could possibly need and has no experience to rely on in his career history to help him in those situations. That is why good staff over the last two years have left, that is why the HR department has been a disaster. It is clear he was brought here as a “YES MAN” for the former mayor and current council. If he treats City Employees, the way he treats citizens with his nose up in the air and snarky attitude no wonder the exodus is happening.
Disclaimer This article is written as opinion, commentary, and personal interpretation based on publicly available records, meeting observations, agenda materials, and information I have heard from community sources. Any statements involving motives, intent, conflicts of interest, contracts, relationships, or behind-the-scenes activity should be understood as alleged, suspected, or opinion unless directly supported by cited public records. Readers are encouraged to review the linked materials, attend public meetings, request records, and form their own conclusions. Nothing in this article should be interpreted as a final statement of fact about any person’s legal conduct, criminal behavior, or ethical violations.
Read More: 48/96 Work Schedule Presented by: Engineer Todd Marty Firefighter/Operator Tim Swaner Firefighter/Operator Micah Rader. 48/96 Work Schedule. What is the 48/96?. 48 hours on/96 hours off Something different Something progressive. The 48/96 and the Fire Service. https://www.slideserve.com/ronnie/48-96-work-schedule#google_v
Recently, the City of Frisco announced the retirement of Fire Chief Lee Glover, bringing an end to a 35-year career with the Frisco Fire Department.
According to the City, Glover joined the department in 1991, when Frisco had just seven paid firefighters. He worked his way through the ranks before becoming Interim Fire Chief in September 2022 and being appointed Fire Chief on June 19, 2023. The City of Frisco announced his retirement on April 7, 2026, with his final day scheduled for August 3, 2026.
On the surface, it is the familiar story of a longtime public servant riding off into retirement. But there is considerably more history here. And after more than three decades inside one of Frisco’s most important public-safety departments, there are questions that deserve answers.
Lee Glover Timeline
1991: Joined the Frisco Fire Department.
2011: Frisco conducted an Employee Climate Survey examining conditions within the Fire Department and its leadership.
January 2012: The climate report documented serious concerns regarding morale, trust, intimidation, retaliation and fear within the department. The report also identified concerns involving senior leadership, including then-Assistant Chief Lee Glover.
September 2022: Glover became Interim Fire Chief.
June 19, 2023: City Manager Wes Pierson appointed Glover Fire Chief after a selection process involving five finalists.
April 7, 2026: The City announced Glover’s retirement.
August 3, 2026: Glover’s final day with the City of Frisco
Turn Back Time: The 2011 Climate Report
We have written extensively about the history of the Frisco Fire Department and the concerns raised about its leadership. The 2011 Employee Climate Survey remains particularly important because it was not simply a disgruntled employee complaining about a supervisor. It was a formal examination of the department’s workplace environment.
The report described serious problems involving trust, respect, morale and the relationship between firefighters and department leadership. It characterized the culture as one involving intimidation, retaliation and fear. It also reported that a significant percentage of respondents said they would leave the department if they could.
Our previous reporting noted the report identified Lee Glover as part of the senior leadership structure under then-Chief Mack Borchardt. The question that naturally follows is simple: What changed between 2011 and 2023 that convinced city management that Lee Glover was the right person to lead the department?
That question became particularly relevant when Glover was named Interim Fire Chief in 2022.
The 92.5% Question
When Glover became a finalist for the permanent Fire Chief position in 2023, the Frisco Fire Fighters Association conducted a survey of its membership.
According to the survey previously reported by Frisco Chronicles, 220 of 233 firefighters responded, and 92.5% said they did not want Glover to become the next Fire Chief. The survey also reported that 91.4% did not believe Glover had improved morale or restored trust during his time as Interim Chief.
Despite those numbers, City Manager Wes Pierson selected Glover. At the time, Pierson said Glover’s experience, knowledge and leadership made him the best fit for the department. That decision deserves scrutiny, not because an employee association should automatically determine who runs a municipal department, but because a 92.5% vote against a leadership candidate is an extraordinary number.
So the questions remain:
What did City Manager Wes Pierson know about the survey before selecting Glover?
Why did City Manager Wes Pierson believe the concerns expressed by the firefighters were not sufficient to disqualify Glover?
Did the City conduct any independent investigation into the concerns raised by the firefighters before making the appointment?
Did City Council members know about the survey results before Glover was appointed?
And perhaps most importantly: What did the City of Frisco do to determine whether the problems identified in the 2011 climate report had actually been resolved before putting Glover into the leadership role as Fire Chief?
Fast Forward: May 18, 2026
The City announced Glover’s retirement on April 7, 2026. Approximately six weeks later, on May 18, Frisco Police responded to Glover’s residence following a 911 call. We filed a Public Information Request seeking the police records associated with that call and incident.
The records we received were heavily redacted. The Case Report Summary identifies Alvin Glover Jr. as a subject and Jamie Glover as the reporting person.
The report states that Frisco police responded to Glover’s residence at approximately 7:41 p.m. on May 18, 2026. According to the report, Jamie Glover identified herself as Alvin Glover Jr.’s wife and told officers that he had recently become increasingly aggressive following a change that is redacted from the report.
The report also states that Jamie reported that Alvin had been displaying certain signs since “recently retiring,” although the specific information is redacted. Officers subsequently made contact with Alvin Glover inside the residence. The remainder of the report contains additional redactions.
A supplemental report was also included in the records provided to us. There is an important distinction here.
We know a police response occurred. We know the City’s records identify the individuals involved. We know portions of the report describe concerns involving Glover’s behavior.
We do not know everything that happened because significant portions of the records were withheld or redacted. That leaves questions.
What Happened After the 911 Call?
According to sources familiar with the incident, Glover was experiencing a serious personal crisis and was transported to a hospital following the police response.
Sources have also alleged that the incident involved suicidal behavior and that Glover may have had a weapon in his possession before officers arrived. Those allegations have not been independently verified by Frisco Chronicles and should not be treated as established fact without supporting documentation.
We are also told that Glover did not return to his normal duties following the May 18 incident and that his next public appearance connected to the department was associated with his retirement in August.
If that account is accurate, it raises some obvious questions:
What happened between May 18 and August 3? Was Glover placed on leave?
Was he using accrued sick leave, vacation, administrative leave or another form of paid leave?
Was he still designated as Fire Chief during that period? Was he performing any official duties? Was he receiving his regular salary? Who was running the Fire Department during Glover’s absence?
Did the City conduct any internal review? These are not questions about someone’s private medical history. They are questions about the administration of a taxpayer-funded public agency and the use of taxpayer-funded compensation.
Was Glover Treated Differently?
This may be the most important question of all. Firefighters work in an extraordinarily stressful profession. Mental health, trauma, substance abuse, family crises and other personal struggles can affect first responders just as they can affect anyone else.
The City should have policies governing how employees, including department leadership, are treated when they experience a personal or medical crisis.
So we have to ask: Are those policies applied equally to everyone? No. The proof is in the previous pudding.
Are rank-and-file firefighters given the same flexibility, leave options and confidentiality that are available to department leadership? No. The proof is in the previous pudding.
Has the City ever placed another firefighter or senior officer in a similar situation on paid leave while maintaining their position?
What are the City’s policies when a department head is unable to perform the duties of the position? Well history shows they terminated the Assistant Fire Chief Cameron Kraemer who was out on medical leave for PTSD and mental health issues.
Who had authority to designate an acting chief and did they formally appoint an acting Chief after May 18, 2026?
If not, why not? Those questions can and should be answered without disclosing someone’s private medical information.
The Mack Borchardt Connection
There is another piece of this history that cannot simply be ignored. Mack Borchardt served as Frisco’s Fire Chief for decades and later became Special Assistant to the City Manager. The City’s current staff directory still lists Borchardt as Special Assistant to the City Manager and states that he served as Fire Chief from 1981 to 2012.
Borchardt’s transition out of the Fire Chief position has been discussed extensively in connection with the 2011 climate report. He was terminated by the city then rehired by then City Manager George Purefoy (long time good ole boy friendship) who made him a “Fire Consultant Liaison within the City Manager’s office. He received a hefty salary and city vehicle. The 2011 report raised significant concerns about the department’s leadership culture at the time. It also identified concerns regarding the senior leadership structure surrounding Borchardt.
Glover was part of that senior leadership structure. Yet years later, Glover ultimately became the Fire Chief. That creates a legitimate question about whether the City actually addressed the problems identified in 2011 or simply changed the name on the office door.
City Management’s Role
There is another issue that deserves examination. The City knew about the 2011 climate report, knew about the concerns surrounding the department’s previous leadership structure, and knew that 92.5% of responding firefighters surveyed did not want Glover to become Fire Chief. With all that knowledge and information what led City Manager Wes Pierson to reach the opposite conclusion?
The City has said Glover was the best fit for the job. Fine. Then show taxpayers the work. What criteria were used? Who conducted the interviews? Who evaluated the finalists? What were the scoring criteria? What concerns were raised about each finalist?
Who recommended Glover? Were references checked? Were prior complaints or investigations reviewed? Was the Fire Fighters Association survey discussed during the selection process? And did Pierson or anyone else in city management conduct an independent assessment of the concerns raised by members of the department?
These are reasonable questions when the person being selected is going to oversee one of the City’s largest and most important public-safety organizations.
Retirement or Something More?
Now we come back to the original question. Why did Lee Glover retire?
The city announced his retirement on April 7, 2026, nearly four months before his final day. The official announcement described it as the conclusion of a 35-year career and praised the department’s accomplishments during his tenure.
That may be exactly what happened. But the timing of the May 18 police response, followed by questions about Glover’s absence from the department, makes it reasonable for taxpayers to ask whether there was more to the story.
Was the retirement entirely voluntary? Was Glover ever asked to retire?
Was he facing an internal investigation? Was he placed on leave?
Was he medically unable to return to duty? Did he decide that retirement was the best option?
Did city management encourage or negotiate his departure? And were any agreements, benefits, payouts, leave balances or other financial arrangements associated with his retirement?
The Bigger Issue
This story is not really about whether Lee Glover had a personal crisis. If the allegations about the May 18 incident are true, that is a deeply personal matter, and nobody should use another person’s crisis as entertainment. The issue is whether the City of Frisco has one set of rules for ordinary firefighters and another for those occupying the corner office.
That is the issue taxpayers should care about. The Frisco Fire Department has grown enormously since Lee Glover joined in 1991. The city now describes the department as having 265 sworn personnel and 34 civilian employees. That is a massive public-safety operation.
The person sitting in the Fire Chief’s office has enormous responsibility. The public therefore has a legitimate interest in how that position is filled, how leadership problems are handled, how employee complaints are investigated, how leave policies are applied and how taxpayer dollars are spent.
The questions surrounding Lee Glover do not begin with the May 18, 2026 police call. They go back more than a decade. The 2011 climate report raised questions about culture and leadership.
The 2022 appointment of Glover as Interim Chief raised questions about whether those problems had really been resolved. The 2023 appointment of Glover as permanent Chief raised even more questions after the Fire Fighters Association survey reportedly showed overwhelming opposition. And now the circumstances surrounding his final months with the City raise another set of questions.
Maybe there are perfectly reasonable answers to all of them. If there are, the City should provide them. Because transparency should not depend on whether the person involved is a firefighter, a department head, a city manager or anyone else on the public payroll.
Frisco taxpayers deserve to know whether the rules are actually applied equally. And after years of controversy surrounding the Fire Department’s leadership culture, that is not an unreasonable thing to ask. It is the minimum.
What Is Next Next we will address the issues with hiring the new Chief of the Frisco Fire Department. We will examine some relationships and ask why the city is using a new company to do the search. Is Wes Pierson looking for the best candidate or the best candidate who agrees with him on the operations of the department.
This is Pierson’s first time working in a major city. He previously worked in Addison, which is 4 square miles and before that Corpus Christi before their growth boom. The leads us to ask does he have the background to make such a large decision. Sources inside say there is a lot of doubt when it comes to his decision-making process with the Fire Department. Stay Tuned for part two!
Disclaimer: This article is intended to report on matters of public record and public interest. If additional information becomes available this article may be updated accordingly.
This article is written as opinion, commentary, and personal interpretation based on publicly available records, meeting observations, agenda materials, and information we received from community sources. Nothing in this article should be interpreted as a final statement of fact about any person’s legal conduct, criminal behavior, or ethical violations.
The City of Frisco loves to talk about transparency. Council members regularly tell residents they are committed to openness, accountability, and public engagement. But the city’s actions tell a very different story.
Today, there are at least nine active Public Information Requests (PIRs) tied to major public issues that have either been sent to the Texas Attorney General for a ruling or met with significant resistance, delays, clarifications, or excessive cost estimates.
That should concern every taxpayer in Frisco. Anyone has the right to request to see these documents. Below is a list of PIR’s we are currently waiting on because they have been sent to the Texas Attorney General.
04/10/26 PIR Request: I am requesting access to and copies of the following public information:
Communications Between Brian Livingston and David Ovard All communications, including but not limited to text messages, emails, and messages sent via any messaging applications (including but not limited to WhatsApp, Signal, iMessage, or similar platforms), conducted on both city-issued devices and personal devices, related to: • City business • Frisco Whistleblower • Frisco Chronicles • Frisco Elections
Communications Between Brian Livingston and Matt Sapp All communications, including text messages, emails, and messages sent via any messaging applications, conducted on both city-issued devices and personal devices, related to: • City business • The fire association Timeframe: Last four (4) months from the date of this request
Communications Between Brian Livingston and Sean Merrell All communications, including text messages, emails, and messages sent via any messaging applications, conducted on both city-issued devices and personal devices, related to: • City business • Frisco Whistleblower • Frisco Chronicles
Communications Between Brian Livingston and Jake Petras All communications, including text messages, emails, and messages sent via any messaging applications, conducted on both city-issued devices and personal devices, related to: • City business • Frisco Whistleblower • Frisco Chronicles
Communications Between Brian Livingston and Laura Rummell All communications, including text messages, emails, and messages sent via any messaging applications, conducted on both city-issued devices and personal devices, related to: • City business • Frisco Whistleblower • Frisco Chronicles • Frisco Elections Timeframe: Last three (3) months from the date of this request
04/25/26 PIR Request: Records related to the Utility Billing Department and Revenue Collections Division: Customer Account Policies & Enforcement Policies and procedures governing utility disconnections, payment plans, and account adjustments. Any internal audits, reviews, or reports evaluating how these policies are applied. Aggregate data (no personal identifiers needed) showing approval/denial rates for payment plans or disconnection decisions over the past 3 years.
04/05/26 PIR Request: Records related to the Utility Billing Department and Revenue Collections Division: Internal Investigations Any and all records, reports, findings, summaries, or communications related to investigations conducted within the Utility Billing / Revenue Collections Division within the past 3 years. This includes complaints, interview notes, conclusions, and any disciplinary recommendations or actions taken. Personnel Actions Records reflecting terminations, resignations, retirements, or reassignments of employees within the Utility Billing / Revenue Collections Division during the past 3 years, including but not limited to supervisors and management-level staff. Documents explaining the reasons for such personnel actions, where available.
02/25/26 Request: I respectfully request access to and copies of the following records: Feb 17th City Council Work session Agenda Item A complete copy of Ordinance No. 19-10-86, including all attachments, exhibits, amendments, and related backup materials.
All documents, memoranda, draft ordinances, redlines, agenda packets, briefing materials, notes, and internal communications relating to the adoption, interpretation, amendment, or enforcement of Ordinance No. 19-10-86.
All emails, text messages, correspondence, and communications between members of the City Council and City staff—including but not limited to the City Manager, Mayor, and administrative staff—regarding: Any changes, proposed changes, or discussions about procedures for public testimony, citizen input, or public comment at City Council meetings.
Any discussion of modifying time limits, speaker rules, sign-up procedures, decorum rules, or restrictions on topics during citizen input. Any policies, internal guidelines, or training materials concerning procedures for public testimony or citizen participation at City Council meetings. The time frame for this request is January 1, 2025, through the present.
02/25/26 PIR Request: Specifically, this request concerns the executive session held on February 17, 2026, as reflected on the published agenda.
Attendance & Authority Documentation Please provide: Any sign-in sheets, attendance logs, notes, security logs, or internal records reflecting who attended the executive session. Any documentation reflecting the authority for attendance by any individual who was not formally sworn in as a member of the City Council at the time of the meeting. Any legal opinions, memoranda, emails, or communications discussing whether attendance by Ann Anderson—who had not yet been formally sworn in due to a pending election contest and recount—was permissible under the Texas Open Meetings Act. Any communication between City staff, the City Attorney, Council members, or outside counsel regarding her participation or presence in the closed session.
Executive Session Materials Because a private citizen (i.e., an individual not yet sworn into office) was reportedly permitted to attend the executive session, we request: The certified agenda or recording of the executive session as required by Texas Government Code §551.103. All briefing materials, packets, memoranda, presentations, or documents provided to any attendee for use during executive session. Any communications summarizing, describing, or recapping what was discussed in executive session. Any communications following the meeting that reference what occurred during the closed session.
Waiver / Public Disclosure Issue This request includes all communications discussing whether the presence of a non-sworn individual in executive session: Constituted a waiver of confidentiality; Converted discussions into public information; Triggered potential Texas Open Meetings Act implications; Required disclosure obligations under Chapter 552 or 551 of the Texas Government Code. Please provide any internal analysis or discussion regarding these issues.
02/25/26 PIR Request: During discussions surrounding the new animal shelter and the Collin County Animal Services ILA, council member Laura Rummel publicly promised residents there would be full transparency throughout the process. Residents were told the public would be informed and included. So two months ago, I filed a PIR for the following which the city submitted to the Texas Attorney General claiming “Attorney-Client Privilege” that is confidential.
Communications Between Identified Individuals Please produce any and all communications related City of Frisco Animal Holding Facility, CCAS ILA, CCAS Expansion — including but not limited to emails (including attachments), text messages (SMS, iMessage), encrypted or third-party messaging platforms (Signal, WhatsApp, Teams, Slack, etc.), memoranda, handwritten notes, meeting notes, calendar invitations, call logs, draft documents, correspondence, and internal communications — sent or received: Between any single individual listed below and any other listed individual; Between any combination of the listed individuals; Or between any listed individual and any staff member acting on their behalf. This request applies to communications conducted on official government devices/accounts and personal devices/accounts if used for public business. Collin County Officials & Staff: Chris Hill – County Judge, Susan Fletcher – Commissioner, Precinct 1, Cheryl Williams – Commissioner, Precinct 2, Darrell Hale – Commissioner, Precinct 3, Duncan Webb – Commissioner, Precinct 4 Lacy DeHorney – Animal Services Manager Misty Brown – Animal Services Division Manager Russell Schaffner, Yoon Kim, Bill Bilyeu City of Frisco Officials & Staff: Wes Pierson – City Manager, E.A. Hoppe – Deputy City Manager, Ben Brezina – Assistant City Manager, Henry Hill, Rob Millar – Assistant City Manager, Ken Schmidt – Director of Special Projects, Wes Hicks – Facilities Project Manager, Micki Johnson, Karla Munoz-Horton Elected Officials: Jeff Cheney – Mayor, Angelia Pelham, Laura Rummel, John Keating, Burt Thakur, Jared Elad, Brian Livingston, Ann Anderson
Subject Matter Scope This request specifically includes communications referencing or relating to: Collin County Animal Services (CCAS) The Interlocal Agreement (ILA) between Collin County and the City of Frisco Negotiation, drafting, execution, amendment, or renewal of the CCAS ILA The CCAS expansion project (one-story, ~10,000 square foot addition) The November 2023 voter-approved bond funding for CCAS Any delay in the CCAS expansion project Reasons for the delay, Responsibility for the delay, Any documents or communications related to the cost escalation, change orders, financial impact analyses, or construction cost increases resulting from delay of the ILA or Expansion. Discussions of liability, intergovernmental coordination issues, staffing issues, permitting, procurement, or compliance concerns tied to the project
Project Documentation Please also provide: All versions (final and draft) of the CCAS ILA and related amendments Redlines, negotiation notes, briefing materials, and executive summaries Contracts, RFPs/RFQs, architectural/engineering plans Project schedules and revised schedules Budget projections, cost comparisons, and bond allocation tracking Internal memoranda explaining timeline changes Any document identifying who is responsible for delay and why Date Range Requested: January 1, 2023 – Present (for ILA and communications) November 1, 2023 – Present (for expansion/bond-related records)
02/04/26 PIR Request: Copy of any emails with all attachments or text messages between Collin County and Frisco Management (Ben Brezina, Wes Peirson, City Manager’s Office, Henry Hill) or city council members including Mayor Cheney related to the Collin County ILA for Animal Services. Date: 8/1/2025 to Present 2/5/2026
Inspection Only Results
On top of these PIR’s several others requested were sent to the Texas Attorney General. One was for the copies of the RFP, RFQ, Contracts, Awards and Agreements related to the downtown main street construction. Along with records relating to the Employee Health Clinic. The outcome was “Inspection Only” meaning I have to go to city hall to view the information.
Acceptance of Charges
On 4/5/26 I filed for access to and/or copies of the following records related to the Utility Billing Department and Revenue Collections Division: Employee Complaints / Workplace Environment Records of formal employee complaints, grievances, or HR reports related to workplace conduct, management practices, or department leadership within the Utility Billing / Revenue Collections Division. Any employee climate surveys or internal assessments conducted in the past 3 years. Lastly, the communication emails or internal communications among department leadership, HR, and executive staff referencing: Department performance Employee concerns Investigations or complaints (Limit to the past 2 years to reduce scope if needed.)
How much is the city charging for this? $154.62
On 4/5/25 we filed for records related to the Utility Billing Department and Revenue Collections Division: Organizational Structure & Hiring Current and past organizational charts for the Utility Billing / Revenue Collections Division. Job descriptions, qualifications, and hiring criteria for management positions within the division. Records related to recent hiring decisions for supervisory or management roles (last 3 years).
How much is the city charging for this? $122.58
The Fight For Transparency
When it comes to the animal PIR’s you can bet the city sent it to the AG so they did not have to release the information before the election. Why did the city send it to the Attorney General when Laura Rummel sat on the dais and promised transparency through the whole process (which is on record). I also would like to know why she requested conversations regarding an animal facility be moved to “closed session”, so they remain off the record. That is what Rummel considers transparency.
If the process was truly transparent, why are citizens having to fight for basic records? Residents are repeatedly told public records are available under the Texas Public Information Act. Yet Frisco citizens are now facing charges exceeding $120 to $150 simply to obtain information from their own government.
Citizens should ask themselves: Is the pricing intended to recover reasonable costs — or discourage scrutiny?
Transparency is not a campaign slogan. It is a governing principle. That is a principle our city leadership, city council and mayor fail to uphold. That is why we need change because we “the residents of Frisco” should have the right to review and question decisions being made by with taxpayer dollars.
When elected officials promise openness but residents encounter delays, legal reviews, redactions, and triple-digit invoices for public documents, trust in local government erodes. Then they wonder why every resident calls for change and does not trust them.
Frisco residents deserve answers. More importantly, they deserve a city government willing to practice the transparency it so often preaches.
Frisco Chronicles filed numerous PIRs related to the Utility Billing Department today. A full copy of the requests can be found at the bottom of this blog. The reason for filing these PIRs, is because over the last year we have had several anonymous tips of alleged allegations or infractions. Due to the accusations, Frisco Chronicles is requesting more details.
The department is run April Spann – Revenue Collections Manager, and according to OpenGovPay her annual salary in 2024 was $139,363. We also heard that Angela Dowd or Dowell from HR recently moved over to the department even though she has no experience and is paid exceptionally well also.
Allegation #1: Millions of Gallons of Water are “NOT ACCOUNTED FOR”
If this is true, how would the city bill for that water? Who would they bill? Is this the real reason in 2025 the City of Frisco recommended raising our water / sewer rates? Was this an attempt to bill or make up for the lost revenue in millions of gallons of water? Is this why there was a panic and opposition to any upgrades to the Utility Billing system?
In September of 2025, city staff recommended a 9% increase to water rates and a 15% increase to sewer rates to cover increased operational costs. Fees for environmental services such as recycling will increase by $1 for residents and 5% for businesses. Storm water rates are also set to increase by 20% which became effective January 1, 2026.
Why the Increase? Brett Petersen (budget strategic planning manager) explained that the North Texas Municipal Water District’s capital needs and regional debt service are driving a portion of the increases. Staff cited proposed FY26 utility adjustments are necessary to support planned expansions at the Panther Creek and Stewart Creek wastewater treatment plants and new transmission costs. He also noted the proposed addition of 7.5 full-time equivalents (FTE) to the utility fund and about $590,000 in new and replacement capital.
Allegation #2: Recently an “INVESTIGATION” was done into the staff leadership of that department.
Allegedly the entire staff within the department was interviewed for the investigation. Accusations include management not knowing how to run the department, being a bully, and possibly being racist towards staff and customers. Allegedly the department has very high turnover because the manager drives employees away. There is also a preference for only hiring black employees over hiring the most qualified candidate. Other allegations include when customers asked for a payment plan or were at risk of being cut off, she would overturn judgements for black customers only. Finally, there is a lack of experience, items not being recorded or accounted for, and no training for employees.
The Result: Allegedly after the investigation was closed the Billing Supervisor and Assistant Revenue Manager were fired. At that time, Angela Dowd or Dowell from Human Resources, who has no experience, was transferred over to the Utility Department to be the Assistant Manager in Revenue Collections even though she had zero experience or qualifications. Why? Allegedly it was to protect her from being fired in HR.
Same Story, Different Department
The highest salary for a city employee in 2025 was $469,030. The average salary for city employees in 2025 was $72,002, which is 4% lower than the USA average but 28% higher than the Texas state average. The median salary for city employees in 2025 was $66,551, which is 28.2% higher than the Texas state median.
That means the salary range for city employees typically falls between $20,481 and $113,856. The top 10% of highest-earning employees have salaries ranging from $143,765 to $469,030. Those are some good salaries, and most employees don’t leave a high paying job without reason. In this economy, it is not easy to find jobs with some of those salary ranges.
We have reported issues in several departments across the city in the last few years including the Fire Department, Human Resources, Public Works and now Utilities. Why do similar accusations keep coming up repeatedly just in different departments? If you have a problem with one person, chances are it’s them (not you). If you have a problem with several people, all the time then you need to stop and look in the mirror because the problem is most likely you!
The City of Frisco has the same problems (just a little different in nature) in each department. Problems from bad leadership, preferential treatment, retaliation, intimidation, racism, and sexual affairs. How many investigations has this city done in the last 5 years into city departments. It seems to me quite a few and that can only mean there is a lack of leadership and management across the city. All of this, and it does not even include the alleged issue into the Meter Change Out Program. Where will it end? We will report back whatever we learn from the recently filed PIRs. However, we expect the city will try to delay and send the request to the Attorney General just like they did with the Employee Health Clinic. Transparency at its best!
Get Out & Vote
We are about to elect a New Mayor, and two new city council members. This is important because we need really people in this city who will hire a city manager who can take care of these issues and create a work environment our employees deserve. Pay attention to these candidates running for office and do your research! It is vital to our city employees and residents that change happens.
Disclaimer: This blog includes satire, parody, and comic relief. It contains summarized accounts created solely for humor and commentary. Any resemblance to real events is either coincidental or intentionally satirical. Reader discretion — and a sense of humor — are advised.
Copy of Frisco PIR’s Filed April 4, 2026
Pursuant to the Texas Public Information Act, I am requesting access to and/or copies of the following records related to the Utility Billing Department and Revenue Collections Division: Internal Investigations Any and all records, reports, findings, summaries, or communications related to investigations conducted within the Utility Billing / Revenue Collections Division within the past 3 years. This includes complaints, interview notes, conclusions, and any disciplinary recommendations or actions taken. Personnel Actions Records reflecting terminations, resignations, retirements, or reassignments of employees within the Utility Billing / Revenue Collections Division during the past 3 years, including but not limited to supervisors and management-level staff. Documents explaining the reasons for such personnel actions, where available. Organizational Structure & Hiring Current and past organizational charts for the Utility Billing / Revenue Collections Division. Job descriptions, qualifications, and hiring criteria for management positions within the division. Records related to recent hiring decisions for supervisory or management roles (last 5 years). Customer Account Policies & Enforcement Policies and procedures governing utility disconnections, payment plans, and account adjustments. Any internal audits, reviews, or reports evaluating how these policies are applied. Aggregate data (no personal identifiers needed) showing approval/denial rates for payment plans or disconnection decisions over the past 3 years. Employee Complaints / Workplace Environment Records of formal employee complaints, grievances, or HR reports related to workplace conduct, management practices, or department leadership within the Utility Billing / Revenue Collections Division. Any employee climate surveys or internal assessments conducted in the past 3 years. Communications Emails or internal communications among department leadership, HR, and executive staff referencing: Department performance Employee concerns Investigations or complaints (Limit to the past 3 years to reduce scope if needed.)
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