Occupation and Background: Information Technology and Real Estate Entrepreneur
Prior to running, how have you been involved in the community?
Prior to running for the Frisco ISD Board of Trustees, my involvement in the community has been extensive and deeply rooted in a desire to serve. For five years, I served as an HOA Director in Richwoods, demonstrating my commitment to local volunteerism and community well-being. Currently, as Chair of the Tamil Nadu Foundation, Dallas chapter, I’ve led efforts to raise over 2 million to fund education for special needs and impoverished children, showcasing my leadership and dedication to educational causes. Beyond these roles, I am passionate about giving back and actively dedicate my time, energy, and resources to support vital organizations such as the Frisco Pantry, homeless shelters, and numerous other deserving nonprofits within our community. This diverse range of experiences reflects my long-standing commitment to service and my understanding of the needs of our community, including the importance of education and support for families.
What experience or skills do you have that will make you a great board member?
My experience provides a unique and valuable skill set for serving on the Frisco ISD Board of Trustees.
• First, my long-term commitment as a crossing guard at Richwoods – Vandeventer Middle School isn’t just volunteer work; it’s a direct connection to our students and families. I’ve seen firsthand the daily realities, the challenges, and the joys of our students, and I understand the concerns of parents in our neighborhoods. This on-the ground perspective is invaluable for making informed decisions that prioritize student well-being and safety.
• Second, my leadership experience as a former HOA director and chair of a non-profit has equipped me with critical governance and management skills. I understand how to build consensus, manage budgets responsibly (a crucial skill for a district like ours), and ensure transparency and accountability in decision-making. These are essential for effective board leadership.
• Third, I possess a strong grasp of education policy and governance. I’m passionate about ensuring equitable access to high-quality education for every student in Frisco ISD, regardless of their background. I’m committed to data-driven decision-making and advocating for policies that support student achievement.
• Finally, I’m a dedicated servant leader. I believe the role of a board member is to listen, collaborate, and advocate for the best interests of our students, parents, and community. My previous experience running for this board demonstrates my commitment to Frisco ISD, and I’m eager to bring that same dedication and work ethic to the position.
What are the 3 most critical issues facing the district today?
1. Declining Student Enrollment and Funding challenges
2. Past 3 years FISD is running a deficit budget – Accuracy in Financial Forecasting and Enhanced Transparency
3. Campus Safety and Security—Disciplinary issues, cyberbullying, Vaping and Drugs, Fentanyl
How do you plan to address these issues?
Declining Student Enrollment and Funding challenges:
I believe Frisco ISD stands at a critical juncture, demanding a proactive and visionary approach to ensure our long-term success. The declining enrollment trends we’re witnessing, and the resulting closures in neighboring districts, serve as a stark reminder of the urgency of the challenges before us. We must act now to secure Frisco ISD’s future.
My priorities would be to:
Develop a comprehensive long-term vision: We need a clear plan for the next 5, 10, and 15 years, outlining how Frisco ISD will evolve in terms of enrollment, program offerings, and facility standards. This vision must be data-driven, reflecting a deep understanding of enrollment trends and demographic shifts.
Address declining enrollment head-on: This requires a multi-faceted approach. First, we must conduct thorough data analysis to identify the root causes of the decline. Second, we must engage in open and transparent communication with our community, ensuring that parents and residents are informed and involved in the solutions. Third, we must innovate our programs to attract and retain students, offering specialized courses and pathways that meet their diverse needs and interests.
Champion strategic program investments: I propose investing in program enhancements and expanding specialized courses to make Frisco ISD a destination district.
Establish a magnet school: I am particularly excited about the potential of converting a high school into a magnet school focused on high-demand fields such as STEM or the arts. This strategic investment would not only attract students from across the region, boosting enrollment, but also position Frisco ISD as a leader in innovative education and enhance the overall appeal of our community. This initiative must be driven by community input and a rigorous market analysis to ensure its success and relevance.
Advocate for adequate state funding: We must also be strong advocates at the state level to ensure Frisco ISD receives the funding necessary to support our long-term vision and maintain the high quality of education our students deserve. By embracing this comprehensive strategy, we can ensure that Frisco ISD not only weathers the current challenges but emerges stronger and more vibrant, ready to serve the needs of our students and community for generations to come.”
Past 3 years FISD is running a deficit budget – Accuracy in Financial Forecasting and Enhanced Transparency
From my perspective, addressing the issue of the past three years of deficit budgeting, the need for accuracy in financial forecasting, and enhanced transparency would be a top priority: The fact that Frisco ISD has been operating under a deficit budget for the past three years is a serious concern that demands immediate and comprehensive attention. As a board member, ensuring the fiscal health and stability of our district would be a paramount responsibility.
My approach to this critical issue would be multi-pronged:
Demanding Accuracy in Financial Forecasting: We must implement rigorous and data driven forecasting methods to ensure a clear and reliable understanding of our financial outlook. This involves a thorough analysis of enrollment trends, revenue projections, and expenditure forecasts. We need to move beyond reactive budgeting and develop proactive strategies based on accurate predictions.
Prioritizing Enhanced Transparency: The community has a right to understand how their tax dollars are being spent. I will advocate for greater transparency in our financial reporting, making budget information readily accessible and easily understandable to the public. This includes clear explanations of budget assumptions, potential risks, and detailed breakdowns of expenditures. Open communication fosters trust and allows for meaningful community input.
Comprehensive Budget Review: We need to conduct a thorough review of the current budget to identify areas of inefficiency, potential cost savings, and opportunities to realign resources with our strategic priorities and the needs of our students. This review should involve input from administrators, teachers, and the community.
Long-Term Financial Planning: Addressing the deficit is not just about the immediate fiscal year; it requires a long-term financial plan that aligns with our five, ten, and fifteen-year vision for the district. This plan must consider potential enrollment fluctuations, future program needs, and facility requirements.
Exploring Revenue Opportunities (without burdening taxpayers unnecessarily): While being mindful of the tax burden on our community, we must also explore all potential avenues for responsible revenue generation, including maximizing state funding, seeking grants, and strategically leveraging district assets.
Accountability and Oversight: The board has a crucial role in providing strong oversight of the district’s finances. I am committed to holding the administration accountable for responsible financial management and ensuring that budget decisions are made in the best interests of our students and the community.
Addressing the deficit budget and ensuring accurate financial forecasting and enhanced transparency are not just about balancing the books; they are about safeguarding the quality of education we provide to our students and maintaining the trust of our community in Frisco ISD’s leadership.”
Campus Safety and Security—Disciplinary issues, cyberbullying, Vaping and Drugs, Fentanyl
I believe a safe and secure learning environment is the bedrock of a successful education. We must address the serious issues of disciplinary problems, cyberbullying, and the alarming rise of vaping and drug use, including fentanyl, with a firm and proactive approach.
Prioritizing Order and Discipline: Maintaining a structured and disciplined environment is crucial for both safety and academic achievement. We must have clear, consistently enforced disciplinary policies that hold students accountable for their actions and promote respect for authority. This includes zero-tolerance policies for violence, drug use, and serious behavioral infractions.
Strengthening Physical Security: The physical safety of our students and staff is paramount. We must ensure that our campuses are secure, with appropriate measures in place to prevent unauthorized access and respond to potential threats. This may include increased security personnel, surveillance systems, and controlled access points.
Parental Rights and Involvement: Parents have a fundamental right to know what is happening in their children’s schools and to be involved in decisions that affect their safety. We must ensure transparent communication with parents regarding safety concerns and disciplinary issues, and actively seek their input on safety policies.
Combating Cyberbullying and Digital Threats: Cyberbullying is a serious problem that can have devastating consequences. We must implement strong policies to prevent and address cyberbullying, educate students on responsible digital citizenship, and work closely with law enforcement to address online threats.
Addressing Drug and Vaping Issues: The rise of vaping and drug use, especially the dangers of fentanyl, demands a firm and uncompromising response. We must implement robust prevention programs, educate students on the risks, and work with law enforcement to address drug-related activity on and around our campuses.
School Resource Officers and Law Enforcement Partnerships: Strong partnerships with law enforcement, including the presence of school resource officers, are essential for ensuring campus safety. We must ensure that our schools have clear protocols for communication and collaboration with law enforcement in the event of an emergency.
Mental Health Support with a Focus on Personal Responsibility: While acknowledging the importance of mental health support, we must also emphasize personal responsibility and accountability. We should focus on programs that promote resilience, character development, and healthy coping mechanisms, in addition to providing access to counseling and mental health services. By prioritizing order, discipline, parental rights, and strong partnerships with law enforcement, we can create a safe and secure learning environment where our students can thrive.
Do you support ESA’s and Senate Bill 2?
I will champion our public schools. I have concerns about ESAs and SB 2, particularly regarding the potential diversion of funds from our district and the need for rigorous accountability measures. My commitment is to ensure our public schools remain strong, well-funded, and accessible to all students in our community. Our local tax dollars must stay locally to support district initiatives, while also advocating for adequate state funding to supplement our local efforts.
It is crucial to maintain the financial health and integrity of the Frisco ISD community. Parents believe the need for transparency and accountability is at an all-time high in the district. Would you support a official Forensic Audit of the district’s finances by an independent 3rd party?
Yes, I absolutely believe it is crucial to maintain the financial health and integrity of Frisco ISD, and I agree wholeheartedly that parents’ demand for transparency and accountability is at an all-time high – and for good reason. Given the concerns I’ve heard from parents and the community, and considering the importance of public trust in how our tax dollars are managed, I would strongly support an official forensic audit of the district’s finances by an independent third party.
Do you believe the current districts’ disciplinary procedures are acceptable or do you believe we need to update our procedures for discipline and safety?
No. The current districts’ disciplinary procedures are not acceptable. The recent incidents are deeply troubling, and I understand the heightened anxiety among parents across Frisco ISD. I believe our primary responsibility is to ensure a safe and secure learning environment. This demands a robust approach, prioritizing strong physical security measures, close collaboration with law enforcement, and clear, consistently enforced disciplinary policies that hold students accountable. We must also emphasize parental rights and involvement, ensuring open communication and seeking their input on safety protocols. While acknowledging the importance of mental health, we should also focus on programs promoting personal responsibility and character development. I strongly advocate for school resource officers, and their positive impact on campus safety. We must act decisively to prevent violence, address threats, and ensure our schools remain focused on education, not fear. I am committed to working tirelessly to restore and maintain a safe learning environment for every child in Frisco ISD.
What do you believe needs to happen with Staley Middle School and how should this have been handled?
I firmly believe that extending the operation of Staley Middle School until the 2025-2026 school year is the most responsible path forward. This approach prioritizes the well being of Staley’s students and staff by minimizing the disruption to their education and careers, allowing for a more stable and supportive environment during a period of transition. Furthermore, it demonstrates a genuine respect for the Staley community’s voice and their desire for a more gradual adjustment.
Do you have knowledge of Roberts’ Rules and Board Meeting Decorum?
Yes, I understand the importance of Roberts’ Rules of Order and proper Board Meeting Decorum. I recognize that Roberts’ Rules are designed to ensure fairness, efficiency, and the orderly conduct of business. They provide a framework for motions, debates, and voting, ensuring that all voices are heard and that decisions are made in a transparent and democratic manner. I understand the importance of adhering to an agenda, respecting time limits, and conducting discussions in a civil and professional manner. My goal is to contribute to a board that operates effectively and transparently, building trust with the community and ensuring that our decisions are made in the best interests of our students.
What efforts or changes could be made to increase decisive leadership and improve community trust during board meetings?
To truly foster decisive leadership and restore the trust of our Frisco ISD community, we must implement significant changes to our board meeting procedures. I believe that increasing decisiveness necessitates clear, detailed agendas, but critically, we must empower every trustee to place their items on the agenda, ensuring a wider range of perspectives are heard and addressed. We need focused deliberations, grounded in data-driven presentations, and the use of defined decision-making frameworks for complex issues. Strategic planning sessions and transparent articulation of decision rationales will further enhance our ability to lead effectively. Equally important is rebuilding community trust. To achieve this, I propose we make public comment the very first agenda item at every board meeting. This will signal that we prioritize the voices of our residents. Furthermore, every resident should be granted a minimum of three minutes to address the board on any issue, regardless of the meeting’s agenda. This open forum will demonstrate our commitment to listening and responding to the concerns of our community. We must also enhance public participation through various means, ensure complete transparency in information and decision-making, and actively listen to and acknowledge community concerns. Regular community forums, clear communication of board actions, and unwavering accountability will be essential in building bridges. Above all, we must demonstrate respect among board members, even in disagreement, to cultivate a productive and trustworthy environment. By implementing these measures, Frisco ISD can cultivate a board that leads decisively, operates with complete openness, and earns the confidence of our entire community.
Lastly, anything you want voters to know about you!
I want Frisco ISD voters to know I’m committed to upholding the core values of fiscal responsibility, parental rights, and academic excellence. My years of community service have instilled in me a deep respect for the responsible use of taxpayer dollars, and I will advocate for transparent and accountable financial practices. I believe parents are the primary stakeholders in their children’s education, and I will champion policies that empower them to make informed choices. My focus will be on ensuring our schools provide a rigorous, values-driven education that prepares students for success. I believe in maintaining a safe and disciplined learning environment, where teachers can focus on teaching and students can focus on learning. I will advocate for strong partnerships with law enforcement, and for policies that ensure the physical and mental well-being of our students and staff. I’m committed to restoring trust in our school board by prioritizing transparency, accountability, and the efficient use of resources. I will work to ensure that our schools focus on core academic subjects, and that our curriculum reflects the values of our community. I am dedicated to serving Frisco ISD with integrity and unwavering commitment to the principles that make our district strong.
Humpty Dumpty sat on a wall. Humpty Dumpty had a great fall. All the king’s horses and all the king’s men, Couldn’t put Humpty together again.
We were curious why in 2023 the City of Frisco was trying to go back to a broken system in place back in 2011/12 after several years of positive change. Maybe because that is “The Frisco Way.” Many times, we have heard council members and city leadership refer to “The Frisco Way” and we have always been curious what is it? Well, it is a mindset that only Frisco leaders and city management know what is best for the city and the citizens living in it. It is a mindset that the City of Frisco is the only city who could possibly do things the right way and every other city is second fiddle. It is the mindset that we do things the way we have always done it and someone should not question that. It is also the institution of the good ole boy network, scratch my back and I’ll scratch yours.
Let’s pretend it is 2011 and that Humpty Dumpty is Mack Borchardt, Chief of the Frisco Fire Department, sitting lofty up on that wall. Next to him perched high up is his team which includes his buddy Lee Glover, Assistant Fire Chief and Paul Siebert, Assistant Fire Chief, 3 Battalion Chiefs Shannon Britton, Shawn Eft and Paul Farrow and Division Chief Cameron Kraemer.
Then the wind blows and causes a great fall which refers to the 2011 Employee Climate Survey. What we found interesting was it basically said the culture that management created was horrific. Our first responders went to work every day risking their lives in an environment with terrible morale and worried about their job security. At the time 76.3% said they would leave the department if they could and the report noted the city can only correct it by making DRASTIC CHANGES. What would the city do?
All the king’s horses and king’s men refer to the King of Frisco, Geroge Purefoy, the City Manager and his “people” who had to find a solution since it was clear the Fire Chief could no longer be Chief. Chief Borchardt wrote a letter to Purefoy dated 2/23/2012 stating in accordance with the terms and conditions of the Retirement Severance Agreement and Release he was submitting his resignation for retirement effective February 2015. All the King’s Men, aka The Good Ole Boy Network or The Frisco Way” had to figure out how to put Borchardt together, just in a different way.
One would think after the negative survey results regarding his leadership that Borchardt would be terminated or forced into retirement. Hail Ye, Hail Ye, King George to the rescue! After Borchardt retires, he is REASSIGNEDto a newly created position as the Fire Programs Consultant which reports solely to King George himself until he is set to retire in 2015. Why would you reassign someone that you are forcing to retire? A city insider that works at city hall told us that when the decision was made to remove Borchardt as Fire Chief, King George threatened to quit and submitted his written resignation which is why the city “reassigned” Borchardt to King Purefoy.
So why the loyalty between King George Purefoy and Mack Borchardt? Well, what many don’t know is that back in day Mack Borchardt was the city administrator and he is the one that hired King George Purefoy as the first city manager. Then George Purefoy acting as the new city manager hired Mack Borchardt as the cities first paid Fire Chief. Funny thing is Mack Borchardt is still with the city in 2023, in the same consultant position making big bucks and assigned a city vehicle. A PIR was placed for Mack Borchardts employee records which we are still waiting on.
After reading Mack Borchardt Agreement & Release we had many questions. Under the “Release By Borchardt” it says that Mack releases, acquits and discharges Frisco from any and all past or present claims relating to #3. All Allegations ever made or that might have been made by Borchardt against Frisco regarding his employment – well that sounds interesting. In another section it says Borchardt does not admit to any unlawful or discriminatory conduct or any other wrongdoing – well that sounds interesting too. Then the agreement appears to turn into an employment contract for his new position and lists some very specific reasons that he maybe be terminated for such as a conviction for any felony involving moral turpitude, drunkenness, or excessive use of alcoholic beverages, being under the influence on city property or city sponsored activities and fabrication or falsification of city records. The whole thing reminds me of the questions we asked in our Survey Says blog.
The city began its search for a new fire chief and in March of 2013 after a 3-month search the city announced the hiring of Mark Piland. Todd Renshaw, the city’s director of public safety, told a local newspaper Frisco Enterprise, “Chief Piland a very affable, very personable individual. He’s highly educated and has a great deal of experience, which are obviously big pluses,” he said. “He has a strong sense of command and will be a tremendous asset for the Frisco Fire Department going forward.”
According to insiders in the FD, Piland came up with some good ideas to change the department the first being to listen to the organization. Piland implemented In Service Training programs 2x a year for the Officers and Companies. Fire fighters also tell us he had an academy for those FF hoping to move up the ladder over their career. Piland also focused on The Squad Program which responds to almost all calls so they could have enhanced ongoing training to meet state and national standards. Piland also moved the FD away from the quint model based on the FF feedback. Their department centered more on the single engine / pumper truck with a goal to add a 4th ladder truck. He said with 70% of the calls being EMS, the Quints which are rather large and bulky, were slower and more difficult to turn and get down Frisco’s narrow streets. Piland quickly met resistance from King George himself. Imagine going to work in a new city where the City Manager who is your direct boss, is sitting next to his 25+ year buddy (the former Fire Chief that you replaced) at city hall.
In fact, today as the fire fighters fight for collective bargaining so they can have a seat at the table, the city said they oppose it because they already have a seat at the table because more than 200 seats are filled by Fire Department employees on 16 different committees/groups. Examples of these committees/groups are Engine / Truck / Rescue Focus Groups, Promotional Process Review Group, Peer Support Group, Peer Fitness Trainer, Health & Safety Focus Group, and the Driver / Operator Focus Group. What we find interesting is that these groups were created during Piland’s time as Fire Chief based on feedback from the organization. Insiders say over the years tension grew as he was challenged and questioned by city leaders about every change he tried to make because it didn’t fit “The Frisco Way!” Mark Piland retired shortly after applying for the City Managers position (as did many other candidates) and after several differences of opinion with city management on how the department should be run. The question we have, did the city really want change in the department, or where they happy and want to go back to the old “The Frisco Way?”
With the search on for a new Fire Chief, Assistant Fire Chief Lee Glover was named Interim Fire Chief. City Manager Wes Pierson said in a statement. “Public safety is a top priority for me and our City Council. I intend to be deliberate in the search for Frisco’s next fire chief to make sure we find the right person to lead our department to the next level of service, building upon the city’s reputation for excellence.” The city hired a firm to do a national search but one of the requirements was they had to have Texas Certification. Why did we waste time, taxpayer dollars, and resources doing a national search when most likely someone in another state would not have Texas Certification? Five Texas finalists were announced, and Interim FC Lee Glover made the list. It was surprising because he was Borchardt’s #2 and was listed as a part of the problem in the 2011/12 Employee Climate Survey. The association immediately responded by doing a survey in which 220 out of 233 firefighters responded. It was not a surprise that 92.5% of the association did not want Glover as the next Fire Chief. The survey also said 91.4% do not believe Glover has improved morale or regained any trust during his time as Interim Chief. The association made city management and city councils aware of the survey results. It is clear the department does not trust, nor did they want to go back to Borchardt /Glover regime.
No one was shocked in June of 2023 when Wes Pierson, City Manager announced he is promoting Lee Glover to Frisco Fire Chief. Since September of last year, Chief Glover has served as Interim Fire Chief. “Lee’s combination of experience, knowledge, and leadership was the best fit for the department,” said Wes Pierson, City Manager. “I believe Lee is deeply committed to the success of Team Frisco and will work hard to serve our community and members of FFD.” Pierson probably never read the Employee Climate Survey which says, “ There is considerable animosity regarding the Chief.” It also says most believe things won’t change in this department unless the Chief and the entire Senior Staff are replaced. Glover was #2 on that Senior Staff for years.
When the announcement was made I thought to myself about what J.K. Rowling wrote in Harry Potter and the Chamber of Secrets, “Honestly, if you were any slower, you’d be going backward.” Wes Pierson is slow or just stupid and that is evident in his backward ridiculous decision which is the reason the Fire Department is now fighting for Civil Service and Collective Bargaining. Now many will say Lee Glover has changed and does not have that “mentality” anymore but he does and the proof is in the survey and an article in the Frisco Enterprise where he announced his first 100-day priorities. Glover said the department will continue to build on what the city has today and went on to say, “We’re going to continue to do what we’ve been doing since the day I walked in this fire department.” Wait, did he just admit that he wants to do what he has always done, well that makes sense because it is “The Frisco Way” which is why they hired them.
The question citizens should be asking, why hire someone that clearly the fire firefighters did not support back in 2011/2012 and still do not today?
Read Borchardts Retirement Severance Agreement and Release click here
Read the Entire FD Employee Climate Report from 2011/2012 click here
Reach The FD Climate Survey Action plan click here
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In closing, all truth passes through 3 stages: First, it is ridiculed Second, it is violently opposed. Third, it is accepted as being self-evident.
What is Privilege? Privilege is a right or immunity granted as a benefit, advantage, or favor. In America, many believe privilege is often associated with wealth, opportunity, and powerful connections. However, in today’s America, privilege has been skewed or bent to be associated with race and racial injustice. For a foreigner who came to America and went through the process to become a citizen, I can tell you many foreigners look at privilege very differently. Most of those who have struggled to come here will tell you applying for citizenship was not easy, not cheap, and not quick. If you ask most immigrants they will tell you if you were born here in America (regardless of race/color, religion, or sexuality) you were born with an innate privilege that most Americans cannot comprehend and see right in front of their eyes. Growing up my dad always said, “If you rascals would have been lucky enough to be born in America, then inherently you would have had more freedoms, privileges, and opportunity than any other country in the entire world. It is the reason people die trying to come here.”
If you remember in Anatomy of a Friendship we talked about how Mayor Cheney announced he was going to take Mayors Privilege to make some comments at the December 4, 2018 special meeting to authorize and execute the proposed Master Development Agreement for the PGA Frisco. I have always wondered since that meeting what other “Privilege” does Cheney take using his position as Mayor for the City of Frisco. Powerful people have powerful privileges or at least opportunities to call in “favors.”
Well one citizen who walks the Cottonwood Creek trail every morning noticed several years ago that the area belonging to the city behind the mayor’s new Shaddock custom home was getting a little “spruced up” and was curious about it. After reviewing a copy of the citizens PIR submitted to us from 2021, we noticed it started with a response from Mayor Jeff Cheney. We will come back to a little later after we talk about the timeline of emails that escalated our interest.
May 24, 2019 (11:28am): First email, Jeff Cheney from his business email (Cheney Group) sent a note to Shannon Keleher with the city parks department stating they decided to build on a Shaddock lot, but they were not in love with the proximity of the trail and all the eyeballs in their backyard and he points out his lot is one of the few that intrude on this amazing park. He asked Shannon to look and see if more screening in this area makes sense as he does not think park users want to be staring at the mayor in his backyard. He continues it’s a unique situation and won’t happen in the future with the new policy but hopes there is something that can be planned now for the benefit of all. Cheney continues he plans to put some personal money and time into this park because they love it so much but would like to meet Shannon out there and get his blessing first. Lastly he notes that Shannon had mentioned the ponds might be combined and would love an update and how he would like to see a walking trail that completed the loop around the water. He ended it with his signed business signature from the Cheney Group.
Question: How many citizens can directly email the Director of Parks and Recreation asking for consideration on an issue they believe is concerning or that affects their home?
Question: At the time Cheney picked this lot, was the walking trail in question already there? Yes. Therefore, he knew before every buying or building there that his home would back up in close proximity to the trail so why is he complaining about it? Can any Frisco resident whose homes back up to the same type of walking trails and ponds get the same post consideration for privacy screening provided by the city?
May 28, 2019 (10:09AM) Shannon Keleher responds to Hi Mayor, hope you had a great weekend. Thank you for sending this, I understand your concerns and will get with our staff to see what “options” are available. It is such an amazing park, and the new policies will help moving forward. He will ask Holly (assistant) to set up a meeting for them in the next month for them to also discuss the ponds and ways Cheney might be able to help.
October 5, 2019 (3:13PM) Mayor Cheney from his personal business email account for the Cheney Group sends an email to Shannon again and points out that he cc’d Josh Sandler owner of Gold Medal Pools who has purchased two lots on the same street down from Cheney. He notes Josh has access to landscapers and trees through his business and they have been talking about improvements to the public space behind their homes that the park can benefit from. Cheney asks who would be the best person for them to talk to about being a part of the process as well as discussing perhaps additional items at their own personal expense?
Question: Since when did the City of Frisco start considering or allowing citizens to spend their own personal money to spruce up city areas that back up to their homes? Cheney said this consideration was to benefit all, but was it really just for the benefit of Cheney and Sandler’s privacy? I am curious how the city handles and responds to regular citizens who want to be a part of the process of development directly behind their homes?
October 5, 2019 (4:34PM) Shannon responds that met with the CIP team (all landscape architects) who design all the parks and trails. They came up with some ideas of things that could be placed there. Shannon asks to set up a meeting with Cheney and one of the CIP team leaders, and of course Josh Sandler (the neighbor) is welcome to come too.
Question: Would the same opportunity, time and cost be given to any citizen who just emailed the Director of Parks and Rec about their concern of looky-loos? What if a citizen had concern about the view of a park or trail from their home, would they be told how to follow a process to go about asking the city for change? Lastly, how much did Parks and Rec spend in on the landscape architects to come up with “ideas of things” that could be placed there?
Now the Mayor wrote a response to the PIR where he notes 3 streets in the neighborhood back up to Cottonwood Creek. He wrote that the city planted trees at all 3 locations with no preferential treatment to his home. He notes the existing trail does not meet our current distance requirements for trails behind homes. When he was evaluating how to solve that issue he reached out to city staff to see if they could install screening on the city side at his expense. He said city staff told him there were already plans which Cheney shared with his neighbors. Cheney notes the owner of the 2 lots next to him (we are assuming at the time that was Mr. Sandler) asked for the city to delete the plans behind his home which the city accommodated. He notes the last home provided feedback to staff as well and made additional requests, was that Councilman Jon Keatings home? He was unsure if the staff would have met with other Shaddock residents.
Question: Cheney noted the neighbor (Sandler who ultimately sold his lots) asked for nothing be done behind his house and the city accommodated the request. So were the citizens who live on this street provided a menu board of services that could be provided to order off what each lot wanted? Maybe it is just those with privilege “the handpicked” who get to say what they want and do not want behind their houses?
Question: Cheney pointed out that the existing trail does not meet current distance requirements. As a real estate mastermind, he knows that means the existing trail is grandfathered and it does not have to be updated to new standards or policies the city may have adopted. So why then did the city accommodate these specific requests? Was it because who requested it? Does it set a precedent so that any resident in the city who has a trail that does not meet current standards can now ask the city to update it at their expense and give them the same “courtesy” that Mayor Cheney received?
Question: Did the mayor buy his specific lot because it was the best one in the development that had privacy on two sides, expansive greenbelt views of nature and waterways knowing the trail was there? Yes, he did! Cottonwood Creek Greenbelt spans 77 acres through Shaddock Creek and Heather Creek Estates and it is one of the city’s most beautiful spaces. In April of 2017, the Star Local Media published an article where Shaddock said, “envisioned an area where kids could play, explore nature in a somewhat wild setting like he experienced as a boy growing up.” Honestly it sounds fabulous to me!
Question: Why did the mayor even feel the need to write a response to what seems like such a trivial PIR at first glance? It is the fact that he took the time to respond that made my wife and I say, hmm something is a rye! It is clear he knows it looks bad, like he used his position or privilege to ask for special treatment which is why he made it sound like it was no big deal.
Of all the questions we have, we go back to what if a citizen had concern about the view of a park or trail from their home, would they know what to do or be told how to follow a process to go about asking the city for change? Well on June 20th, residents from Starwood came before the council during Citizens Input to talk about Starwood Park and how it has deteriorated and is unsafe. They note the picture of the park on the city website looks nothing like how the park actually appears. The city website notes it is a 2-acre park that was completed in 1996. They want to know why the city has not done anything to maintain the park and to keep it up. The residents noted it is listed on the city website as a city park and it connects to all the other Frisco city parks. One resident made record of the fact that originally Blue Star (Jerry Jones) owned the land, and they transferred it to SHBT, LLC in Denton, Texas. Wait if the city does not own it, then why is it listed as a city park on the city website?
Mayor Cheney was out of town so acting Mayor Keating noted they are not supposed to interact, but he was going to take mayoral liberty to respond, and Bill Woodard also noted he had a comment. Bill went first and noted he received their email, he did reach out to Henry (Hill?) but did not have a chance to go over their concerns in detail with Henry at this point. He then noted that they are not supposed to interact during citizens input (but he continues) and that he will circle back with them after he talks Henry about the legal challenges they are facing there. What? Legal Challenges?
We have community parks that have legal challenges. Apparently there is an issue of who owns the land. Then Brian Livingston steps up noted he received a text and had made some inquiries too, and then asked Ben Brezina to get back with all the council on the issue. Then one of the residents responded it is a city park, it’s on the city website and SHBT, LLC should pay to keep it up and if they don’t the city should. She then said she was told since the land belonged to Jerry Jones and good luck getting him to pay, as well as the city does not want to bother good ole Jerry since he brings so much money to the city regarding the upkeep of this little darn park. Then stand in mayor Keating made a few comments and thanked them for coming.
Again, we go back to what has been our burning question of all, if a citizen had concern about the view of a park or trail from their home, would they be told how to follow a process to go about asking the city for change? Someone should tell them to just email Shannon the Director or Parks and Rec. Not one person on the council told them to contact Shannon so that he could investigate and come up with some ideas. The red carpet is not being laid out for Starwood residents like it was for Mayor Cheney. In a city with so much money, if we are not making the owners of the land maintain it then I agree with the residents we should make the city take care of it. Legal Challenges have never stopped the City of Frisco before!
In closing, it is clear the mayor received special treatment. You have residents all over the city who back up to the trails, greenbelt and waterways that don’t meet current standards and we did not give them all the option to have the city update their areas. Did residents along Beacon Hill Dr and Midnight Moon Drive who back up to walking trails and waterways get the same opportunity? If you have ever walked there then you would know from the walking trails you can see straight into every backyard, heck if the blinds were open you could probably see them changing into the nude.
Did residents in Phillips Creek Ranch who just built million-dollar homes, then learn a Walmart was coming in get the same opportunity to have one-on-one service from Parks about the very open views behind their homes that back up to very busy walking trails and waterways?
The one reason he didn’t like his lot is probably because of the concern regarding neighbors or trail walkers seeing him hosting underage drinking parties at his home for kids. It is a clear case of abuse of power, privilege, and using his position on council AGAIN for his personal advantage.
The other day my wife said, drive me to Bath and Body, I want some of those pretty smelling hand soaps. I told her no drive yourself because I hate those soaps! Next I heard the car starting in the garage, so I ran outside and said wait a minute let me get my shoes I will drive you. My wife drives like a blind armadillo. Even if she had a self-driving Tesla she would still manage to play whac-a-mole with it. Walking into the store you are instantly overcome by the scents which in my opinion is worse than Old Spice on a hairy hooker. She starts talking to herself, “I wonder what Mimosa Spearmint or Eucalyptus Lavender smell like?” I said just buy some soap but no, we must smell every soap while I hear her utter words like aromatherapy, stress relief, and serenity. Finally, we got to the register where the young girl (couldn’t be more than 20) said that would be $89.75. Then she said would you like to pay with cash, credit or apple pay. Apple what? I pulled out my check book in my nice little red vinyl cover with my check register attached and began to write a check. Now I know we have dumbed down our youth in today’s world, but when I handed her the check, she said, “What is this and what kind of wallet is that red thing?” I said it’s a checkbook and her face turned ghost white like she had seen E.T. riding off into the dark night on a witch’s broom. She called a manager over and asked do we take these things called checks? I looked at my wife and I said I will be waiting in the car!
It is sad in today’s world kids don’t know what a check is or how to balance an account with a check register booklet. My point in telling you this is I was surprised to learn that the City of Frisco has their Check Register online for each year so you can see a list of all the payments incurred during a quarter by the city. It includes payment date, payee, amount, and type of expenditure. The city’s website reads, “in an effort to be transparent and accountable to our citizens (well that’s a first), the City of Frisco is posting check register reports showing payments made by the city.”
We downloaded each year, and I noticed under descriptions some of them said Economic Incentives and Sales Tax Grants. An example of an incentive is a government giving a major company tax breaks in exchange for them building an office or plant in their city. The goal is for incentives to stimulate the economy in that area by empowering the company to provide jobs, as well as make goods or services available for purchase.
A few caught our attention, the first being Careington Intl Corp. If our research is right then the CEO is local resident Barbara Fasola who is a donor to Cheney and main of his friends’ political campaigns. We also believe her husband does or did in in the past sit on the Frisco Economic Development Corporation. There is an economic incentive payment in March 2018 for $76800 and February 2019 for $48000.
Then you have New Reunion Title LLC which received an economic incentive in February 2020 for $9,184,546.67. Then we noticed an incentive paid to CLMG Corporation in March 2020 for $1,726,128.00 followed by one in June 2020 for New Reunion Title LLC for (1,726,128.00). We found this one odd as it is the same exact amount to the decimal point as the payout to CLMG Corporation.
Well in researching New Reunion Title LLC it shows they are headquartered in Plano and have an office in McKinney. Strangely enough the location is inside the Abernathy Law Office, which is our city attorney. We tried to do a document search and meeting search, but we could not find any incentive agreements on either company. Who is CLMG Corporation? The only thing we could really find on CLMG is a DMN article about a massive Plano development threated with foreclosure. The article states Dallas-based Beal Bank and its Plano-based commercial loan service company, CLMG Corp had quietly served notice to sell the old JCP headquarters project at a foreclosure auction. Why are we giving over $9 Million in economic incentives to a title company? What does CLMG corporation have to do with Frisco? We are trying to uncover that now so we will keep you updated.
Then there are those you just say, “things that make you go hmm?” For example, BMC Stock Holdings Inc which is based out of Georgia which has something to do with building materials which was paid over ½ million in incentives? Who is Frisco Square Developers and why were they paid economic incentive payments for $325k and $86.5K in 2018, $390k in 2019 and 2020? Another that sparked our interested was Social Finance, who received $80k in 2020 in economic incentives. A article in Community Impact states that Social Finance offers services in student loan refi’s and they will occupy 1200 square feet and employ 10 full time employees. That is a large economic incentive for 10 full time jobs.
Others make sense and we agree are positive economic incentives for companies like Costco, Drury, and T-Mobile USA and DPS Holdings (DRPepper), both have a large building just off the tollway where they have created several hundred jobs in our city. Then you have several payouts to Blue Star those all are Jerry Jones companies and they have brought a large economic boom to our community.
Grab a Manhattan cocktail and click the link above and take time to look over the city register online. You might find something that look interesting to you. If you do let us know. I am sure we will be back more as we continue to dig into the City of Frisco’s register online.
CHECK DATE
VENDOR NAME
DESCRIPTION
AMOUNT
10/17/17
DRURY SOUTHWEST INC
ECONOMIC INCENTIVES
200,000.00
11/30/17
CORNERSTONE AUTOMATION SYSTEMS LLC
ECONOMIC INCENTIVES
79,562.50
01/02/18
INSIGHT FOR LIVING MINISTRIES
ECONOMIC INCENTIVES
38,000.00
01/30/18
CODE AUTHORITY, INC
ECONOMIC INCENTIVES
5,550.00
02/06/18
COSTCO WHOLESALE CORPORATION
SALES TAX GRANTS
99,307.44
02/13/18
COBB FENDLEY & ASSOCIATES INC
ECONOMIC INCENTIVES
10,000.00
02/13/18
FRISCO SQUARE DEVELOPERS, LLC
ECONOMIC INCENTIVES
325,000.00
02/13/18
IFLY HOLDINGS LLC
SALES TAX GRANTS
3,760.78
02/15/18
EDEPOT LLC
ECONOMIC INCENTIVES
612,992.44
02/15/18
SALES CENTER DEVELOPMENT CONCEPTS VIII LLC
SALES TAX GRANTS
612,992.45
03/06/18
BRIXMOR OPERATING PARTNERSHIP LP
ECONOMIC INCENTIVES
320,000.00
03/06/18
CAREINGTON INTL CORP
ECONOMIC INCENTIVES
76,800.00
03/20/18
FRISCO SQUARE DEVELOPERS, LLC
ECONOMIC INCENTIVES
86,125.00
04/05/18
RANDSTAD NORTH AMERICA, INC
ECONOMIC INCENTIVES
20,000.00
04/05/18
TEXAS REPUBLIC BANK NA
ECONOMIC INCENTIVES
6,900.00
05/03/18
JAMBA JUICE COMPANY
ECONOMIC INCENTIVES
55,200.00
05/08/18
COSTCO WHOLESALE CORPORATION
SALES TAX GRANTS
76,071.11
05/08/18
IFLY HOLDINGS LLC
SALES TAX GRANTS
4,635.14
05/14/18
EDEPOT LLC
ECONOMIC INCENTIVES
635,396.34
05/14/18
SALES CENTER DEVELOPMENT CONCEPTS VIII LLC
SALES TAX GRANTS
635,396.36
05/15/18
TRANSPLACE TEXAS LP
ECONOMIC INCENTIVES
37,500.00
05/15/18
WALGREENS SPECIALTY PHARMACY HOLDINGS LLC
ECONOMIC INCENTIVES
13,000.00
05/31/18
HALL OFFICE PARK BUILDING 17, LP
ECONOMIC INCENTIVES
375,000.00
06/26/18
ARGON MEDICAL DEVICES INC
ECONOMIC INCENTIVES
26,250.00
07/24/18
MOVIE INSTITUTE
ECONOMIC INCENTIVES
2,500.00
07/26/18
IFLY HOLDINGS LLC
SALES TAX GRANTS
3,869.73
07/31/18
CUSTER ROAD COMMONS LTD
ECONOMIC INCENTIVES
350,000.00
08/14/18
COSTCO WHOLESALE CORPORATION
SALES TAX GRANTS
113,427.35
08/16/18
EDEPOT LLC
ECONOMIC INCENTIVES
596,255.04
08/16/18
STEWARD ENERGY II LLC
ECONOMIC INCENTIVES
1,250.00
08/16/18
SALES CENTER DEVELOPMENT CONCEPTS VIII LLC
SALES TAX GRANTS
596,255.04
09/18/18
DRURY SOUTHWEST INC
ECONOMIC INCENTIVES
100,000.00
10/02/18
A-5 137 FRISCO RANCH LP
ECONOMIC INCENTIVES
550,000.00
10/02/18
BLUE STAR LAND LP
ECONOMIC INCENTIVES
333,000.00
10/09/18
4-WEB INC
ECONOMIC INCENTIVES
5,000.00
10/30/18
CORNERSTONE AUTOMATION SYSTEMS LLC
ECONOMIC INCENTIVES
118,750.00
12/10/18
EZYVET US INC
ECONOMIC INCENTIVES
52,000.00
01/22/19
GEARBOX SOFTWARE, LLC
ECONOMIC INCENTIVES
85,720.00
01/29/19
CIVF V-TX1M03 LLC
ECONOMIC INCENTIVES
230,000.00
01/29/19
FRISCO SQUARE DEVELOPERS, LLC
ECONOMIC INCENTIVES
389,660.00
02/07/19
WINTRUST ASSET FINANCE INC
ECONOMIC INCENTIVES
40,000.00
02/12/19
EDEPOT LLC
ECONOMIC INCENTIVES
588,455.98
02/12/19
CAREINGTON INTL CORP
ECONOMIC INCENTIVES
48,000.00
02/12/19
HALL OFFICE PARK BUILDING 17, LP
ECONOMIC INCENTIVES
375,000.00
02/12/19
TEXAS SCOTTISH RITE HOSPITAL FOR CRIPPLED CHILDREN
ECONOMIC INCENTIVES
750,000.00
02/12/19
VALIFY, INC.
ECONOMIC INCENTIVES
9,000.00
02/12/19
SALES CENTER DEVELOPMENT CONCEPTS VIII LLC
SALES TAX GRANTS
588,456.00
02/12/19
COSTCO WHOLESALE CORPORATION
SALES TAX GRANTS
95,955.83
02/12/19
IFLY HOLDINGS LLC
SALES TAX GRANTS
4,049.42
02/19/19
BMC STOCK HOLDINGS INC
ECONOMIC INCENTIVES
800,285.94
02/19/19
TEXAS DEVELOPERS LLC
SALES TAX GRANTS
800,285.94
02/21/19
BRIXMOR OPERATING PARTNERSHIP LP
SALES TAX GRANTS
170,514.93
03/21/19
POWERSECURE INC
ECONOMIC INCENTIVES
200,000.00
04/02/19
RANDSTAD NORTH AMERICA, INC
ECONOMIC INCENTIVES
20,000.00
04/09/19
MULLAPUDI VENTURES
ECONOMIC INCENTIVES
87,500.00
04/16/19
CARDTRONICS USA INC
ECONOMIC INCENTIVES
374,000.00
05/14/19
EDEPOT LLC
ECONOMIC INCENTIVES
631,272.74
05/14/19
SALES CENTER DEVELOPMENT CONCEPTS VIII LLC
SALES TAX GRANTS
631,272.74
05/16/19
COSTCO WHOLESALE CORPORATION
SALES TAX GRANTS
71,473.35
05/16/19
IFLY HOLDINGS LLC
SALES TAX GRANTS
10,908.73
05/21/19
CUSTER ROAD COMMONS LTD
ECONOMIC INCENTIVES
68,140.00
05/23/19
CNMK TEXAS PROPERTIES LLC
ECONOMIC INCENTIVES
400,000.00
05/28/19
MULLAPUDI VENTURES
ECONOMIC INCENTIVES
78,750.00
05/28/19
TRANSPLACE TEXAS LP
ECONOMIC INCENTIVES
37,500.00
06/25/19
MENTE GROUP LLC
ECONOMIC INCENTIVES
75,000.00
07/09/19
ARGON MEDICAL DEVICES INC
ECONOMIC INCENTIVES
17,950.00
07/09/19
BGE INC
ECONOMIC INCENTIVES
22,250.00
07/23/19
STEWARD ENERGY II LLC
ECONOMIC INCENTIVES
1,250.00
08/01/19
A-5 137 FRISCO RANCH LP
ECONOMIC INCENTIVES
350,000.00
08/01/19
BLUE STAR LAND LP
ECONOMIC INCENTIVES
333,000.00
08/06/19
COSTCO WHOLESALE CORPORATION
SALES TAX GRANTS
108,572.30
08/09/19
EDEPOT LLC
ECONOMIC INCENTIVES
610,491.86
08/09/19
SALES CENTER DEVELOPMENT CONCEPTS VIII LLC
SALES TAX GRANTS
610,491.86
08/13/19
MONROE IF HOLDINGS LLC
SALES TAX GRANTS
3,614.08
10/01/19
T-MOBILE USA INC
ECONOMIC INCENTIVES
300,000.00
12/10/19
HEALTHCARE HIGHWAYS INC
ECONOMIC INCENTIVES
26,000.00
12/26/19
FLYERS BUILDING DEVELOPMENT LLC
ECONOMIC INCENTIVES
123,875.00
01/14/20
TEXAS SCOTTISH RITE HOSPITAL FOR CRIPPLED CHILDREN
ECONOMIC INCENTIVES
375,000.00
01/14/20
CNMK TEXAS PROPERTIES LLC
ECONOMIC INCENTIVES
400,000.00
01/22/20
EZYVET US INC
ECONOMIC INCENTIVES
1,488.00
01/23/20
FA PEINADO LLC
ECONOMIC INCENTIVES
84,000.00
01/23/20
FRISCO SQUARE DEVELOPERS, LLC
ECONOMIC INCENTIVES
389,660.00
01/28/20
COSTCO WHOLESALE CORPORATION
SALES TAX GRANTS
106,516.88
02/04/20
WINTRUST ASSET FINANCE INC
ECONOMIC INCENTIVES
7,500.00
02/05/20
NEW REUNION TITLE LLC
ECONOMIC INCENTIVES
9,184,546.67
02/06/20
GEARBOX SOFTWARE, LLC
ECONOMIC INCENTIVES
85,720.00
02/06/20
BRIERLEY AND PARTNERS
ECONOMIC INCENTIVES
190,500.00
02/06/20
MONROE IF HOLDINGS LLC
SALES TAX GRANTS
3,894.47
02/11/20
E2W LLC
ECONOMIC INCENTIVES
500,000.00
02/13/20
T-MOBILE USA INC
ECONOMIC INCENTIVES
300,000.00
02/13/20
ALTAIR GLOBAL SERVICES LLC
ECONOMIC INCENTIVES
170,600.00
02/18/20
EDEPOT LLC
ECONOMIC INCENTIVES
582,973.30
02/18/20
SALES CENTER DEVELOPMENT CONCEPTS VIII LLC
SALES TAX GRANTS
582,973.28
02/25/20
HALL OFFICE PARK BUILDING 17, LP
ECONOMIC INCENTIVES
375,000.00
02/27/20
BRIXMOR OPERATING PARTNERSHIP LP
SALES TAX GRANTS
65,580.22
03/03/20
BMC STOCK HOLDINGS INC
ECONOMIC INCENTIVES
222,720.86
03/03/20
TEXAS DEVELOPERS LLC
SALES TAX GRANTS
222,720.84
03/12/20
LEXIPOL LLC
ECONOMIC INCENTIVES
50,000.00
03/13/20
CLMG CORPORATION
ECONOMIC INCENTIVES
1,726,128.00
04/02/20
CARDTRONICS USA INC
ECONOMIC INCENTIVES
204,000.00
05/21/20
COSTCO WHOLESALE CORPORATION
SALES TAX GRANTS
85,038.55
05/21/20
MONROE IF HOLDINGS LLC
SALES TAX GRANTS
3,278.76
05/22/20
EDEPOT LLC
ECONOMIC INCENTIVES
575,889.42
05/22/20
SALES CENTER DEVELOPMENT CONCEPTS VIII LLC
SALES TAX GRANTS
575,889.42
06/01/20
NEW REUNION TITLE LLC
ECONOMIC INCENTIVES
(1,726,128.00)
06/11/20
HEALTHCARE HIGHWAYS INC
ECONOMIC INCENTIVES
11,000.00
06/18/20
TRANSPLACE TEXAS LP
ECONOMIC INCENTIVES
37,500.00
06/18/20
LEXIPOL LLC
ECONOMIC INCENTIVES
140,000.00
07/23/20
A-5 137 FRISCO RANCH LP
ECONOMIC INCENTIVES
350,000.00
07/23/20
SOLAIS LIGHTING LLC
ECONOMIC INCENTIVES
90,000.00
08/06/20
FRISCO HOLLYHOCK 380 LP
ECONOMIC INCENTIVES
6,425.79
08/13/20
ARGON MEDICAL DEVICES INC
ECONOMIC INCENTIVES
17,950.00
08/20/20
EDEPOT LLC
ECONOMIC INCENTIVES
562,092.42
08/20/20
COSTCO WHOLESALE CORPORATION
SALES TAX GRANTS
102,773.09
08/20/20
SALES CENTER DEVELOPMENT CONCEPTS VIII LLC
SALES TAX GRANTS
562,092.42
08/27/20
FRISCO HOLLYHOCK 380 LP
ECONOMIC INCENTIVES
9,747.41
08/27/20
MONROE IF HOLDINGS LLC
SALES TAX GRANTS
152.23
09/10/20
BLUE STAR LAND LP
ECONOMIC INCENTIVES
800,000.00
10/26/20
NEW REUNION TITLE LLC
CAPITAL EXP – LAND
3,508,910.25
10/29/20
NACK PATIOS LLC
ECONOMIC INCENTIVES
1,500,000.00
12/17/20
TEXAS SCOTTISH RITE HOSPITAL FOR CRIPPLED CHILDREN
We hope to write about it all soon. Most of the content in question - was from 3rd Party comments…
Shining a light in the dark here to just get this out of the way and moved past—who started the…
Bunch of Nepotism, buddy system promotion. If you ain’t white you ain’t right
Speaking of transparency...what's the deal with the court ruling recently? Have you publicly said who is coming after you (Heit?).…
Big flash light will soon be shining all over you Mr.FC ... Enjoy what's left of your anonymity.