You're live.
Well, good afternoon everyone. Welcome
to our TID board meeting. Today is
Monday, August 10th, 2026. It's
approximately 1:00 p.m. I'm chair Eric
Enriques. We will start with a moment of
silence for the brave men and women of
the United States Armed Forces as they
protect our interests around the globe,
as well as our courageous men and women
of the Las Cruces Police and Las Cruces
Fire Department as they keep our city
safe 24/7 365.
Please join me in the pledge.
I pledge allegiance to the flag
of the United States of America,
and to the republic for which it stands,
one nation under God,
indivisible, with liberty and justice
for all.
So, the first thing we have is the
approval of minutes from April 27th,
2026,
the
TID board meeting.
Move to approve.
Second.
This is on the motion to approve the
minutes from April 27, 2026.
Okay.
We can get them We can come sit upstage.
Um board member McLaurin.
Yes.
Board member Matice is absent. Board
member Harris.
Yes.
Oh.
Yes.
Board member Bennett Homol.
Yes.
Board member Cran.
Yes.
Board member Munoz.
Yes.
And chair.
Yes.
Okay, the first item for discussion,
financial update, Chris Favor.
All right. Good afternoon, everybody. Uh
Chris Favor, community development, for
the record. Um so, we're going to do a
quick um year-end financial update, and
then we're going to transition to the
next item over to
um having Susan with Placemakers, Susan
Henderson with Placemakers, dive into
the the actual update of the of the
phase three of the downtown uh master
plan, but this kind of a good segue to
see where we ended up financially for
the year, and how this information can
kind of help shape some decisions um
with the plan as we move forward.
So, the first slide just kind of shows a
month-to-month
uh recap of the collections. Remember,
some of these actually come in a few
months later, so doesn't necessarily
mean that's the amount of money that was
collected in that particular in that
particular month. As you can see, some
of them are are uh you know, pretty
different year over year,
but when you look at the actual annuals,
um you know, things remain pretty
consistent. Uh we've been uh routinely
at $6 million or greater a year for the
last few fiscal years. Uh and this
previous fiscal year, we were actually
up about half a million dollars from the
previous. So, holding steady at about 6,
6.5 million dollars per year, um which
is a good amount of money for us to use
as we kind of transition into um
implementing some of the things that
come out of the master plan.
And then just a recap of the three funds
that are within the TID, uh you can see
the balances. The total balance for the
year includes about 12 or so million
dollars in encumbered projects, and
that's Amador hotels money is still
there, the Compo Street redesign, the K
Street the shade project, money for the
Branding and library and the Branding
and cultural center. Those are all
projects, larger projects whose money is
encumbered and is still within the TID
um until that money gets used uh for
those particular projects.
And I stand for questions.
Thank you, Chris. Uh Counselor Harris.
Um thanks. I have a
a quick [clears throat] question on an
outstanding project um which was
mentioned in the minutes, too, the
traffic barriers.
Um
is that coming along? Status of the
project?
Yes.
Mr. Chair, board member Harris, yes, we
are actually ordering this fiscal year
those barriers. The timing didn't work
out to get them ordered last fiscal
year, so I'm actually working with
finance and PD to get that ordered uh
now that the new fiscal year has
started.
Cool. Thanks. That's all I got.
No other questions? Okay.
[snorts]
So, we'll move to the next one, Chris,
the downtown master plan update.
Okay. So, as I stated,
we have been working to update the
downtown master plan. This will be the
third time, I guess second update, third
version of the plan. Susan and her team
at PlaceMakers have been involved since
the very beginning, so it seemed rather
fitting just to continue with them since
they had the history and the knowledge
and and expertise working with us in
downtown. So, we started this process
last year. We did some public engagement
in the fall. And so, now we're back with
a little work session here to get
feedback from the board. We will then
come back to council to formally adopt
via resolution this plan with any
potential changes. So, I'm going to turn
it over to Susan and then I'll be up
here also and available for questions
after the presentation. So, thank you.
Thank you, Chris. Good afternoon, Mr.
Chair and members of the board. Susan
Henderson, project principal with
PlaceMakers for the downtown master plan
update.
So, I'm not going to walk you through
chapter by chapter. It's a lengthy plan.
There's a lot of information, but I want
to focus on the part that's really the
most relevant to you as you said is the
TID board.
And
it's
um looking at where the investments that
you've placed in downtown, how they're
returning um
like Chris just showed us very
impressively. You have
massive Well, not massive is
hyperbole, but you have
impressive funds from this from this
area and
um you have received a return on that
investment. You see even as evidence in
the in the receipts associated with the
TID already. So, we've worked very
closely with Chris and community
development to make sure that the
recommendations for this next phase are
really grounded in what the city of Las
Cruces can implement. Um I was chatting
with Chris earlier and I just have to
say that
um
we work with a lot of cities and a lot
of downtowns and
you all have
probably done more really significantly
large projects um very
at with great intention
and and great success. And and so I just
want to start by saying I'm going to get
to this at the end, but I want to start
by saying
to the public as well as to your staff
and to you all as the board
as a consultant that doesn't live in Las
Cruces
I think you all should stop and and
really
uh celebrate what you've achieved
because it's significant. I remember
being here in 1995
and um and feeling as an architect and
urban planner feeling totally
disoriented downtown. I just didn't know
what was going on. So, you've achieved a
lot and and there's a lot to celebrate.
So, but with that in mind
before anything else uh
I want to talk about something very
small
and it's not a street reconstruction and
it's not a catalyst site
but it's what's on the sidewalk.
And our team walked Main Street and we
admired all the progress and we
celebrated because we've been along for
the ride part of the way.
Um and then we looked down at the
sidewalk and there's gum ground into the
pavement more often than there should
be.
And uh
community development staff also noted
to us that they've independently seen
the same kind of problem with the
planters. The planters have beverage
spills, they're dirty. Uh they were
designed very intentionally so that you
could sit on them and linger. They act
as seats.
But when they're grimy, no one wants to
stop with their coffee and sit in the
shade.
And it's not a complaint about city
maintenance staff.
And it's really not about the gum.
But it's about the level of detail that
tells someone about a place. And so bear
with me because I'm going to use that
metaphor as we go through the
presentation today. But the city has
invested heavily
in creating a downtown public realm that
people really want to use.
And once you've created that level of
asset, then the basic care that you give
it is how you protect the asset.
So this language comes directly out of
It was in the
the prior 2016 plan, and it's again in
the update.
It says, "Clean pavement, maintained
landscaping, uncluttered space signal
that a place is cared for."
They contribute to a sense of safety.
They make people feel more willing to
stop, to stay, and to come back.
So something as small as the condition
of the sidewalk isn't a footnote in a
maintenance budget, really. It's part of
the first impression that the entire
downtown really depends on.
So building a successful public space is
really only half the job.
Once you've built it, someone has to
manage the experience of being there.
Cleanliness, shade, lighting, security,
and programming may all fall into
various budgets,
but to the person walking down Main
Street, it's all part of the same
experience.
But I I do want to get back to the the
issue of your successes. So, let's start
with what's working. You have this
legacy of progress. Property values
downtown have grown roughly 2 and 1/2% a
year since 2017,
and so that's not speculative growth,
but it's slow, steady appreciation
that really reflects years of
investment.
The important part is that your major
public investments that the city has
made,
thanks to the TID funds, all reinforce
one another. In 2012, the city reopened
Main Street to traffic. That restored
visibility and access to the businesses.
Four years later, the Plaza gave Main
Street a civic destination. It became a
gathering space, a performance space, a
festival space,
and the home to the farmers and crafts
market, which has received both state
and national recognition.
Then Church and Water were converted
back to two-way traffic. That made
downtown easier to understand, and if I
had visited with that intact in
and um
the mid-90s, I would have understood the
city much more clearly.
And those were three separate decisions
made years apart, but together, they
create a functioning whole.
And the private market has responded.
Since 2019, new business registrations
downtown are generally in a much higher
range than they were before those
improvements, including through the
pandemic. And that's what successful
implementation really looks like.
So, the area
that hasn't kept pace successfully is
housing.
Um the image on right is the Lofts at
Alameda and they opened in 2015.
And since then, downtown has really
added very little housing.
That matters because housing changes
downtown from simply a destination
that people visit to a neighborhood
where customers are present every
morning,
every evening and
say on any random Tuesday.
Not Monday cuz everything's closed.
So, events fill the plaza,
but residents support businesses in
between the events. And that's a gap
that the next phase of investment should
really focus on.
But I do want to, as long as we're
celebrating, I want to call out that we
we did an accounting and 61% of the 2016
plan's action items are completed or
substantially advanced and that was
designed to be a 30-year plan.
So, in 9 years, you're over halfway
there. The number comes from the plan's
new implementation dashboard, which was
requested by both staff and members of
the community. So,
it will track the recommendations
individually.
And it's not an outside performance
audit, that's true, but it does give the
city and the public a way to see whether
adopted priorities are actually moving
forward.
And for a public plan,
implementation really is the credibility
test.
It's
it's the way in which your community
builds trust with you all as a TID board
and with your staff that you're making
good on the vision that they've helped
to contribute to. There's plenty still
to do, but this update begins from a
record of of accomplishment
rather than from stagnation or even
worse failure.
So,
speaking of community engagement, 9
years ago four things came back again
and again when we held the community
workshops. People wanted shade and
greater comfort in the public realm.
They wanted housing downtown. They
wanted better connections between
downtown and Mesquite and Alameda Depot.
And they wanted more businesses and
cultural activity.
And these weren't our priorities as your
professional consultants, but they came
directly from the community.
And the interesting thing is without
being planners, I don't think your
residents understood how interconnected
these things are.
Shade
in a place like
Las Cruces high desert, today I think
we're hitting 99. Um, shade is what
makes walking
tolerable or even possible.
Connections
to the neighborhoods are what make
downtown accessible. Housing puts people
here every day and businesses give
people somewhere to go. So, those four
things you can't choose one of them.
They together, they make a system of an
economically vibrant, socially
exciting place to be.
And then last fall,
we heard the very same thing.
But with much greater detail, which was
really interesting to me because that
um, is evidence that your community is
building confidence that the city is
going to implement the plan. They didn't
just come with high-level aspirations of
the same things. They told us where the
shade and the seating should go, how
often it should occur. That it should be
where people actually gather. They
wanted trees and water and public
amenities
um, that make being outside comfortable.
And then when we were talking about
housing, they didn't just say we need
more housing, they say we should put
housing here or here.
And then the connections were really
impressive for a community that aren't
transportation engineers, they named
particular crossings, corridors,
intersections, and types of signal
treatments that they thought that the
community needed instead of simply
saying we need better connections.
And that's what happens, like I said,
when people actually begin to believe
that the plan is going to get
implemented. So,
in in a lot of ways, I think you as the
TID board and your city staff should see
this as
evidence of the confidence that you
built in your community.
And the business and cultural activity
came back too. We did hear concerns
about the downtown conditions that I've
already expressed and we'll get to
public safety in a moment. But they were
also concerned about whether
implementation would continue. And
that's one reason we've developed this
implementation dashboard.
And the important thing between, I
think, 2016 and
last fall is the continuity. We didn't
come back 9 years later and they had an
entirely different vision. They still
want the downtown to comply with and
implement the vision from 2016.
That's exciting. And even more exciting
is the news we have now on housing. The
one piece that was missing, and the city
is working on a housing project for the
Water Street parking lot south of El
Paso Electric, and we'll talk about that
in a moment. But the the good thing
about it is it's no longer theoretical.
It's it's a it's becoming a reality.
So, this is where the TIDs TID board's
role becomes particularly important. I'm
going to read a list of your um
expenditures last
uh on on last year. You had camera
repairs. You had roof repairs.
Paver repairs, irrigation, repainting,
shade structures,
bike racks,
and all of those things are very good
and very important. Maintenance is
crucial to maintain your asset, as I
mentioned earlier. But,
there you had one item on the list
that was forward-looking, and that was
the Compost Street um
reconstruction.
Because Compost intended not simply to
preserve an existing asset, but to
change the development conditions around
it and make additional private
investment feasible.
So, that's growth rather than upkeep,
and that distinction matters. As a TID
board, you have to be considering both.
The goal is not to cut maintenance, but
it's to make sure that your future
lists, when you're allocating your
budget, include more than one Compost
Street
in the list.
So, the plan update establishes 5-year
targets to help with that.
And they're all tied to implementation.
And so, this is the overall list: 50 new
homes in 5 years, one grocery, five
crossing improvements,
two extra points on your walk score, and
20 new shade trees.
So, the city doesn't have to personally
build 50 new housing units, but if in 5
years you only have three, then you have
to look more closely at your housing
strategy and see what needs to be
re-aligned.
The target changes the annual funding
question. Instead of asking what
projects do we have this year and what
should we approve, the board can also
ask, "Are the projects we're funding
moving toward the outcomes we've said we
want?" And that gives future councils a
way to evaluate whether the combined
spending is actually producing results.
So, the action plan then connects those
outcomes to timing, implementation
responsibilities,
and the financial tools available to
move them forward.
And what for uh what I'm going to
discuss next are three examples of
places
that you can really make a big
difference. These are the catalyst
sites. Um staff worked with us to
identify what they should be. This is
that first one I mentioned that's
already underway, parking lot eight at
Water and Griggs next to the Central
Elementary.
So, the city owns the property. That
gives you an advantage that you don't
have on most redevelopment sites. You
can influence outcome rather than
waiting indefinitely for a willing
property owner to decide to redevelop.
Housing is also, like I mentioned, it's
the largest missing piece of downtown
implementation since 2015. And a surface
parking lot has value and it serves an
important function, but it produces very
little economic activity per acre.
Housing puts people downtown every day
and I know I keep saying this, but I
think it's really important. Residents
become customers for the restaurants and
the shops. They create demand for
groceries and services. They put more
eyes on the street in the evening for
security. And here, families could live
within walking distance of a school
rather than looking across a parking lot
at the school.
That doesn't mean parking disappears. We
heard some and about that when we were
here in the fall, but it means parking
should support downtown rather than
permanently occupying some of the best
opportunities for downtown
redevelopment.
So, the final design isn't this one. It
hasn't been chosen yet.
And it's just this illustration was a
test of capacity and urban form and how
it would work with your zoning code. But
the basic proposition is real, to use
publicly controlled land to deliver the
housing that downtown has been asking
for for over a decade.
This catalyst site is different. And
you've seen us draw this probably four
or five different ways over the last
decade. Um it's the east side of the
plaza and it's probably the most complex
project in the plan.
It crosses a number of institutional
boundaries all at once.
It involves the future relocation of the
municipal court, the
adaptive reuse of the historic post
office,
housing, retail, parking, public space,
historic preservation, shade, and the
relationship that all of those things
have to the plaza.
So, that complexity is precisely why a
project like this can sit on the books
for decades without implementation. We
like I said, we've drawn it
all sorts of ways. We've drawn it with
structured parking. We've drawn it with
five stories. And um this likely is more
responsive to your local market demand
at the time.
But the reason this project really
matters is
the plaza is already one of the city's
most important downtown investments. And
leaving one major edge unresolved limits
the return on that investment
and everything that's been built around
it, all the private investment as well.
So, this is where the board's role can
be very focused.
The public sector role
is to align the things that only the
public sector can do.
Public property, civic facilities,
streets, infrastructure, entitlements,
and the timing of those decisions belong
to you.
And if those pieces are solved correctly
and in the right timing, then private
investment becomes much more plausible.
Every other catalyst that is in the plan
document improves a particular site or a
particular block,
but this one has the potential to
complete your most important civic
space.
And then this slide shows you the need
that people have been talking about the
longest, and that's a grocery or a
market.
And
downtown itself, Mesquite, Alameda
Depot, none of them have a grocery.
And it came up in 2016. I think it came
up in the '97 Rudat report. So, y'all
have been talking about this a very long
time.
But it's not simply another retailer.
It's like part of that infrastructure of
residential life.
And if you're serious about trying to
get more people to live downtown,
eventually they have to be able to
buy milk and vegetables and dinner, and
hopefully do that without a car.
So, the fact that people have wanted a
grocery for years and one has not
appeared yet also tells you it's a
complicated
economic model that needs a lot of
very specialized problems solved.
Um
the operator needs enough nearby
households, and there's a market study
underway on parking lot eight right now
that's looking at that. It needs the
right site. It needs visibility,
loading, access, parking appropriate to
the format of the store, and the
confidence that the surrounding market
will support the business. So, there's a
lot of very specialized needs here, but
it's
and your role as a city won't be to run
the grocery, but it's to identify viable
sites, it's to remove public barriers
where possible, and it's to can you
continue building that residential
market that will eventually support the
grocery. And And one thing Chris and I
were speaking about um last week is to
be very realistic about what is the
scale of the grocery. It's not a
full-size, full-service grocery 50,000
square foot grocery store day one. You
may start with a bodega. You may start
with something like farmacia, but it can
scale up once the market is proven.
So,
there are other catalyst opportunities
in the plan,
many, including many private sector
sites, and I selected these three
because it shows the range of what
catalytic investment looks like. One is
already moving, the one on the left. One
is difficult and institutionally
complex, but potentially transformative.
And one is at a very much an earlier
stage,
but has been
a priority of your residents in this
area for a decade.
And this is just a reminder that not
every development opportunity needs the
same tool. Some need infrastructure,
some need property works, some need
pre-development analysis, some need
coordination amongst several public
agencies, and and frankly, some just
needs
patience to wait for the market to show
up.
And a useful way for you all as a TED
board to evaluate catalyst investments
is to ask three questions.
Number one, is the public expenditure
tied to a specific development
opportunity? Number two, does it solve a
clearly understood barrier that's
preventing or delaying that opportunity?
And number three, is the expenditure
frankly within the authority and the
appropriate role of the TED board?
And when the answer to all three is yes,
even a relatively modest public
investment really can unlock a much
larger private investment.
So, with that, before we leave catalyst
sites, I just want to make one broader
point about implementation. You see the
little I don't know if I can do anything
here. You see the little blue square
there.
Um that shows when we were looking
at the city of city, county, and federal
owned
parcels, we looked at this very
seriously because
it reduces the barrier to entry if you
start with what you already own.
And
one of those properties is this one at
Loman and Water, the former Mesilla
Valley Regional Dispatch site. And it
wasn't identified in the plan, so you
can't find it as one of the highest
priority near-term catalyst projects.
But the city owns it. It sits at a very
important location. This has long been
identified as the southern gateway to
downtown.
And that means it's worth paying
attention
as opportunities begin to emerge. So,
this is it. Once again,
uh if I can find my mouse. That's the
full block in blue, and this is the This
is the Merv Dysart.
And it So, the plan does illustrate
substantial new development across this
block. The way to interpret this plan is
all the the beige buildings are existing
and all the dark brown buildings are
proposed, are suggested.
So, the city doesn't own the entire
block, just a corner.
And you can't really control or decide
to build on the entire block, but
what really is interesting is that
the planning framework anticipates this
to happen. It's important that it
eventually does happen, and sometimes
one successful project on one corner can
unlock the expectations for the entire
block.
So, this is what it looks like today.
You know the building well. And a new
idea is beginning to emerge for this
building. The city
Whoops.
I I showed you too much too soon. The
city has expressed an interest in
exploring whether it could become a
business incubator or shared work space,
and that's consistent with the direction
of the master plan.
The plan specifically calls for shared
work space and business incubation
programs that can support startups,
creatives, and small firms. We also
heard from the public about that in
October, a desire for affordable
business space, maker space, and
incubator partnerships. So, I think this
site illustrates a really important
point about how you use a plan.
And just for the record, I think you all
should congratulate Chris. He did this
illustration.
Um, so just what could be? How can you
take that existing asset not changing
anything, but give it um
give it a facade improvement, and make
it something that could be usable and
meaningful as a portion of the gateway?
In this case,
an incubator really could advance
advance several of the objectives in the
plan at once, supporting local
businesses, activating an underused
public property, bringing more daily
activity to the southern end of
downtown, and potentially becoming the
first step toward a larger redevelopment
of the entire block. So, the board I
guess the point for you all is the board
should be willing to consider new
opportunities as they arise, even if
they aren't explicitly listed within the
plan itself.
That's the difference between using the
plan as
a framework or
uh a list of checkboxes.
So, now let's go back to management.
Downtown already has security,
private security. You already have
security cameras,
but downtown doesn't have a formal
business improvement district. And those
those two items are usually a subset of
a bid or a business improvement
district. And and we understand that at
this time the TID,
because you have resources and because
the state permits it and encourages it,
you're able to use those resources to
function in many ways as a business
improvement district would.
And so, a formal bid would be something
that should be considered after the TID
funding um
winds down, but the immediate question
is how can you improve the downtown
management using a bid structure, even
though it's still within the TID funding
sources. So, a project project research
and community input into this current
plan identified several enhanced public
services, including public safety, as
we've already talked about cleaning and
landscape maintenance in public areas as
all activities contemplated within the
TID framework.
Two additional functions would really
strengthen that and perhaps make all the
difference. One is a downtown ambassador
program.
And an ambassador is not a substitute
for a police officer or a social worker
or maintenance staff, but it's the value
that a visible person
has on Main Street, helping visitors
find City Hall and noticing a spill
before it develops its own little
ecosystem of growth and reporting a
broken fixture
and
connecting someone in crisis, frankly,
with the appropriate service.
Generally, making the public realm feel
actively managed. A camera can't do
that.
And the second item is a formal
coordination between the organizations
in Las Cruces that already provide
services to the unhoused community
members. And again, that doesn't mean
making the downtown ambassador a social
worker,
but it means creating a clear
relationship so that when someone needs
help, the person on Main Street knows
who to call.
And the service provider knows what's
happening downtown.
And that's really about management.
You've already invested, like I said, in
the physical
con
construct of downtown, but the next step
is making sure somebody is consistently
looking over the experience of it.
And I'm jumping ahead, but I just want
to mention something in the 2016 plan,
y'all invested in the preeminent Main
Street retail consultant, Bob Gibbs,
Robert Gibbs.
And when he was here, he said that the
management of a economically
sustainable Main Street
has to be as thoughtful and meticulous
and thorough as the management of a
successful mall.
Um
it has to be clean and it has to be
secure
and all the windows have to be clean all
the time. So, let's get into that.
The everything so far has been about the
private side. It's about been about
things that y'all can fund, but this is
about the private half because that's
part of the equation, too. The city can
build excellent sidewalks,
but it can't make a merchant clean the
window. It can't turn on the lights
inside the shop or use a storefront to
show people what's actually for sale. It
can't make sure that people show up 9:00
to 5:00 and retail performance is not
not only about purchasing power or foot
traffic traffic, or vehicular traffic,
but it's also about perception.
And in a pedestrian environment, you
have a very short time when someone's
walking to get their attention as they
walk by.
Clean glass, clear views into the shop,
all of those things signal
a pedestrian that somebody's paying
attention. And when Bob was here, he
went and did little workshops in many of
your of your shops and
he told them they need to wash their
door, their glass door, every hour and
they need to wash their shop front
windows twice a day
because it has to look clean. That is
the single greatest incentive to get
someone to make a random stop, an an
unintentional stop.
And so, the public realm and the private
frontage each reinforce each other or
frankly, they can undermine each other.
And there's no version in which the city
does all this by itself. You have to
have
private sector collaboration.
And the answer can't simply be to tell a
small business owner to spend thousands
of dollars improving a facade. The city
and its partners really should pair
expectations with practical assistance.
And you're already doing that through
some of your Main Street resources, your
facade programs. Also, you can do some
technical assistance, even training
about how do you care for your shop
front?
And there any other legally appropriate
implementation tool, but the goal is
really simple. Public investment should
arrive at the storefront
and private investment takes over at the
door.
And clean storefronts and well-managed
public space
answer one part of why someone chooses
to stay and live and spend downtown.
The next question
is whether they feel safe doing it.
Um, residents have said this plainly and
and more than once.
Fix the crime, too.
Ex- Successful downtown has to address
both actual crime and perceived crime,
and those are two different things.
And we shouldn't pretend that they are
the same thing, but either one can
actually keep someone from coming back.
Las Cruces has seen encouraging
improvement in citywide crime levels in
the recent years, and Chief Story has
spoken publicly about the statistics.
That's great news, but declining crime
doesn't make public safety a finished
issue.
Particularly when downtown residents and
businesses are telling us that it's
affecting their experience.
There's also an important data
limitation. Your citywide crime
information is citywide. Both the police
department and federal reporting systems
couldn't give us downtown specific data.
So, we don't have a clean,
um, consistent downtown only time series
that allows us to make a definitive
claim about whether downtown itself is
improving or declining in,
um, criminal activity.
But, I wouldn't base policy on either
extreme.
You can't tell someone that their
concerns are wrong
just because the citywide numbers
improved.
And I wouldn't declare downtown to be
unsafe based on a single anecdotal
experience. So, the practical response
is to continue investing both in the
tools to improve safety
and information gathering the data.
Extending and integrating the camera
coverage can help police respond to
incidents, but it can also provide
better location-specific information
over time.
Public safety really isn't a separate
issue from downtown investment. It's
actually a foundational infrastructure
of it.
So, I'm going to go through, in closing,
a series of slides I put together when
we were here last time or shortly
thereafter.
And I know it was at the it was at the
opening of the plaza. And and I found
this, someone shared with me this
historic aerial
of what you started from. And for people
who moved here in recent decades,
I think you should be showing this,
um,
because
it's
it's easy, especially when you're
looking at a capitalist, to experience
downtown
as a collection of problems
waiting for funding. But, but you have
this history
of success and what you've built and
decades of decisions and the
implications of what those decisions
result in.
And the heart of Las Cruces at one time
was a six-lane drive-thru.
And I remember this and probably most of
y'all do, too. It was where Saint
Genevieve's Church once stood and we see
the monument to that. So, city the city
in the in the '60s made the decision
that got them there.
And
decisions about land and streets and and
those choices shape economic and civic
life for decades.
And the condition wasn't inevitable,
but neither was what came next. This was
a choice.
The city made a different choice.
Circulation space became civic space.
And now it's a plaza and a performance
space.
And you've chosen to make it a place
where children are comfortable playing.
And that sounds like a very small thing,
but statistically, it's actually one of
the best tests of whether a public space
feels comfortable enough for people to
to stay is if there are children.
I took this on opening day of the plaza.
It's also a market space and public
investment created a platform where
private enterprise can show up every
week, actually twice a week.
Before that transformation, Main Street
spent years
as a pedestrian mall that was
increasingly empty and then virtually
empty. And that's an important planning
less
history history lesson for those of us
in that in that field. And and the
lesson is not that pedestrian space is
bad,
but
it's also not that cars are bad.
It's cars are good and people are good.
You have to have them both. And so
that's what you all did. Ultimately, you
made this a shared space
that welcomes both. It's not a traffic
sewer, nor is it an empty mall.
And ultimately, this is a result I think
that the city is seeking. It's not a
rendering, it's not a capital project,
it's not a line in your TID budget, but
it's a place that people choose to be.
So, going back to this image, you've
invested an extraordinary amount over
generations of public money, staff time,
political effort, and community passion
into bringing your downtown back.
And And I want you to stop and remember
how much has been done. The evidence
says those investments worked.
Businesses have returned, property
values have grown, walkability has
improved, people are using downtown
again. I had lunch there today and it
was fabulous. The remaining TID funding
window has a different sort of
opportunity. The question's not whether
you should keep maintaining and managing
what you've built, of course. Of course,
you should.
The question is whether the remaining
dollars will only preserve the assets
you have already, or whether some of
those dollars will also remove the
barriers to housing, daily services, and
private investment that allow downtown
to continue to grow after the TID is no
longer there to support it. The plan
gives you guidance at both scales.
It addresses the small necessary things,
like clean sidewalks, that make a
difference.
And it addresses the foundational issues
like public safety and day-to-day
management that also make a difference.
But it also identifies the big moves
that will take a lot more work
that can fundamentally change the entire
downtown, including housing, grocery,
and the completion of the plaza.
So, that brings me back to the sidewalk.
Sorry, I keep going there.
A successful downtown really requires
somebody to care enough to clean the
pavement.
And it requires somebody to think far
enough ahead
to decide what should happen in the
parking lot next to the sidewalk.
And the plan gives you a framework for
doing both of these. And with that,
Chris and I will answer stand for your
questions.
That's great. Thank you. Thank you. Uh
questions?
Councilor McClure?
Thank you for the presentation. Um one
question I had in sort of the I design
of the Marvda building specifically was
how did you work with stakeholders where
that concept kind of already exist, the
Collective, Cruces Creatives. How are
you kind of working with that being
slightly different for what the needs
are downtown? I'm not quite getting
that.
Uh Mr. Chair, um board member McClure.
So,
we had kind of started looking at doing
a business incubator back in economic
development days like 2021 and the city
had kind of explored doing that. So,
that was something that's always kind of
been on the radar. Beyond that, there
really hasn't been too much recent city
driven conversation about an incubator.
I know economic development has some
ideas on some potential partners that
could could be, you know, sufficient for
this process, but just the idea of the
city being more involved is kind of what
gave us the thought about possibly
reusing that building for something that
maybe could be a complement to
um Cruces Creatives or something along
the lines of the original concept which
was you know, more of a traditional
business incubator, but maybe it moves
into something that's more a maker space
where we put a kitchen in there and then
you can do something for you know, the
food service or food trucks or something
like that. So I think just the idea that
there's potential and that there's some
ideas out there that could you know,
this space could fit. So that's kind of
a surface level I you know, idea what
could be there, but I think ultimately
it has to be a compliment to anything
else that's happening downtown.
Okay, thank you.
Councilor Curran.
Thank you. Thank you for this
presentation. It was really good. I I
love the idea of the ambassador. Every
city that I've ever loved has had like
that person that sort of tells you when
you're looking around like a
like a lost person. They're they're
there and to help you, but also they
have that familiarity and that ability
to
like refer people or understand
what the who the best person to call to
help people is really a a great idea and
I I love
the thought of that. You know, I mean we
have city hall, right? But that's
basically at one far end which maybe
serves some purpose like that, but it
feels like at the and near the plaza
that could be a really useful
model. So I I love to hear that and I
love the the niche that it feels. So
thank you for sharing that. I my big
hope is really just every building that
we have or parking lot that we have
that's not being used or parking lots
are just not
productive in any way whatsoever, I
guess I would say. So um I have no
attachment to them. I I don't think they
belong in the center of our downtown. Um
I'm curious. I think it sounds like
you've identified some places where we
own the the land and can do something
maybe catalytic in a in the immediate
short term. I'm curious
um
I I know that we've had some
mixed responses to things like RFPs for
for mixed-use development and stuff like
that. I'm curious if we set out to do
some things, I would like for us to take
action on on some things soon. Um and to
our properties are the places where I
would like to see that those things
happen. I'm curious if you can name
really the things that we need to put
money into in the very short term to
convert That's why I think the Murchison
building
is just a bummer. It's like we went
after Schelator
um
when we did and this is right right
there and we're the in this case we're
the landlord. So I just want to own that
that we have some work to do to to turn
these things around. So I'm curious if
you can identify something that we could
do in the very short term and then a way
if there any zoning changes or ways that
we can
move faster toward private development
um
and you mentioned some of the like site
prep and things like that, but I'm I'm
wondering if you can propose anything
Chris that we can do in the in the short
term
to to do something make a move toward a
catalytic project or some one of the
other thing many things that are called
out in the report.
Sure Mr. Chair um
board member Curran, I can let Susan
jump in and add some stuff if she wants
to, but I would say one of the main
projects is redevelopment of parking lot
eight, which is that parking lot right
next to El Paso Electric, which has also
been recently renovated and looks really
nice if you anyone hasn't seen it. Um
Natalie and and her team are
spearheading that process right now.
We're kind of in the middle of doing a a
market study to tell us how many units,
what kind of retail, if a grocery store
would work, what size, those types of
things. So we should get some really
good data that might help us beyond just
that project as we move forward with
downtown, but I think that's that's a
really good project. The Murchison
building is a great one. I think that's
structurally sound whether it ends up
being incubator or something else. I
think there's an opportunity there to
reuse that in some capacity for sure. We
do own several parking lots downtown. My
recommendation has always been starting
with redevelopment on the west side.
That way we keep the lots on the east
side
which tend to get more used during the
day for like the courts and those sort
of things plus parking lots three and
four which are down here by um the
corner of
what is that church and Las Cruces.
Those use those actually get used by the
businesses there. So that would be sort
of the last one that I would recommend
but I would I would think that we could
have parking lots nine and 10 which are
adjacent to parking lot eight on the on
the west side. Those could be potential
reuses well depending on how things go
with parking lot eight. So I think
there's some additional potential there.
Um I think
we had sort of discussed this earlier a
few years back we had brought forward
the idea of putting some redoing the
trees on the plaza. Um there's sort of
been conflicting with timing for how we
would do that cuz we'd have to shut the
plaza down but redoing that to create
more shade on the plaza and make that a
little bit more of a friendlier
experience when it gets really warm
outside. That's something that I think
could be I won't say easily done but
that's something that could be done
within a few months. I think there are a
few of those projects that we could
tackle. We sort of been holding off on
really utilizing a lot of the TID funds
until we had this plan and this
conversation and got some insight from
from what the TID board wanted to do but
I think those are some real easy ones
and then if there's you know other
projects that sort of come up out of
that I think
you know we can continue to have that
conversation. From a zoning standpoint
we are actually looking at the downtown
overlay to find out if there's things
that we can do
that might be
hindering development a little bit right
now. So we're kind of, you know, diving
into that and looking to see if there's
something there. Ultimately, when we
adopted realize the idea was we could
eventually get rid of all the different
overlays that we had one for university.
We're looking at with things that we can
do with the with the Alameda overlay and
downtown. So, maybe the direction is we
kind of eliminate a lot of that stuff
down the road because some of those
things were already incorporated when we
updated the land use code. So, those are
things that we are looking at. So,
specific examples I don't have right
now, but it is a conversation that that
planning staff is having um as part of a
way to sort of, you know, work with
economic development and help see what
we can do from a CD side that can help
streamline and spur uh redevelopment in
MRAs cuz don't forget downtown in
addition to being a TID is actually an
MRA as well. So, anything that we can do
to sort of complement that we are
actively looking at um, you know, sort
of ideas to to, you know, potentially
add or change code if we have to.
Thank you. And having been here when the
tree discussion happened before a little
bit and also during the great tree
murder of 2021 or whenever that was,
um
I I am just going to put forward that I
would love if we could just do the
trees, please. Um I don't know if that
we have a certain number that we have to
get to like
I I I don't want us to have to come back
to a board meeting and debate if we're
going to have more trees or not. I I'm
hoping that we can all just have
consensus and say yes, please more trees
um and go from there. But again,
maybe it maybe we should have those
debates again, but thank you. I would
love to see that uh happening in the
short term.
Susan, did you have anything you wanted
to add?
Get the button working up here.
The one thing I would add regarding the
parking lots is even even the ones on
the east side, which I concur with Chris
that right now I when I came back from
lunch, they're full. And And so as long
as they're fully utilized for the
businesses, I would defer um
redevelopment until such time as
they're not needed. But on the west
side,
um
one thing the city could do if you chose
to do it proactively is parking lots
historically have
utilities just strung all over the place
underneath of them. And since that falls
clearly within
infrastructure, the city could choose to
get those parcels development ready. And
it's the pre-development stuff that's a
big problem. So you can make sure the
the storm water is properly sized, that
all of the utilities are out of the
developable area and into the streets or
alleys. And a lot of that really reduces
the burden on the developer and actually
is more interesting.
Yeah.
Commissioner Sanchez.
Thank you uh Mayor. Um
I think
as we went through the presentation, one
of the things that that you mentioned
was around residential spaces. And the
thing that comes to mind immediately for
me is when you visit cities such as
Albuquerque, uh particularly Old Town
Scottsdale, they do what they've had to
do cuz I think even though I I I
understand kind of the the thought
around that parking spaces don't uh
create economic development per se. But
if you don't have parking spaces, you're
going to have people that will want you
know, farmers market, any other events
that that you have downtown, they end up
parking into the residential areas,
which creates issues generally with with
the residents.
Um you know, if there's a way that
potentially we could do like site prep
where you can have they they've done an
amazing job like in Scottsdale where
they use underground garages and then
create mixed-use developments,
commercial and residential spaces,
which, you know, kind of helps address,
you know, with the developers so that
you have those commercial spaces where
they can come into for business to come
into, but then you have the residential
spaces that come on top and then that's
where you create that
you know, where where people live, they
shop, and
it kind of solves several several pieces
with that. I know it's additional cost,
but if there's a way to do that I say
you see a lot more of when we see urban
redevelopment that they have these types
of spaces and I think that would be an
amazing thing here in in downtown
because
you know, there there's been such
amazing progress particularly with
keeping businesses within Main Street
itself
and they've really done an amazing job
to establish their their their
clientele where they they maintain that.
You know, I just think you know, having
that ability cuz I I totally agree cuz I
think the other problem is we just know
we're not quite yet
to to a community
or region that totally uses
public transportation yet. I know this
is the that's the steps up that we've
done tried to do with with the county
and the city of trying to encourage the
public transportation use, but
you know, I think as that continues to
grow and you get people that that live
where they work, that might create more
opportunities to build on that public
transportation network, but
I I love the idea, but like I said, I
that's what comes to mind is how much
more opportunity there's there is for
growth in in downtown Las Cruces and
continuing to make it that hub it is for
our region here. So, thank you, Mayor.
Okay, Counselor Ayers.
Um,
thanks, Mayor, and thanks for this
presentation.
I was nodding in agreement the whole
time.
Um,
so I guess I will I'll I'll echo the
appreciation for trees. I think shade in
general is is a great thing.
Um we need to do I also really like the
idea for the pre-development work in the
parcels um since we can the city's in
charge of the infrastructure, that seems
like a natural thing that we should do.
Um if we do want to put in underground
parking, making sure that there's not a
storm sewer in the middle of it uh
sounds like a great first step. Um
and and I also wanted to throw out that
uh
you know, when when we were talking
about connections to the neighborhoods,
um I saw something
some specific comments in the plan was
like raised crosswalks and they called
out specific intersections like Las
Cruces.
Um
and yeah, like technically there there
is a marked crosswalk there which is
always this is the only marked crosswalk
and they called it out. Um and it is
only technically marked. Um
if you've seen it at any time in the
last few years, it is not very well
marked. So, uh I think those are some
quick things that we could do to um
maybe even a raised crosswalk there.
I've seen numerous people just blow that
stop sign. Um
so, yeah, I I think
there are some small things that we
could move on very quickly, um but I
would also be interested to know what
are some of the larger things that that
we could move to catalyze projects um
in the short term.
But otherwise yeah, it's it's a a great
plan.
The draft is coming along nicely.
Thanks.
Councilor Matias.
Uh Chris, Susan, how how do we uh get
another I believe his name is Robert
Gibbs. How do we get another Robert
Gibbs aboard?
Uh cuz I I think that's an important
part of of like any project or any any
organization, you you have to have
monitoring.
You have to have daily maintenance or
else it it it gets exactly at the point
where you said sometimes it it gets and
that's not good. Because if a downtown
doesn't look uh
uh
attractive,
then it starts diminishing.
Farmers market decreases.
Sales start to decrease and then instead
of seeing 6 million,
you could see 5 million, 4 million. So,
I I think that's a great idea to see if
you could get a another Robert
or uh Roberto. It doesn't It doesn't
matter.
Now, it's it's Bob.
Okay. And then um
uh
It It has there any been any ideas of
You know, when you go to Europe
uh
downtowns, uh some of the like where
there was maybe a former attorney office
or it'd been turned into apartments.
You know, some of the abandoned
buildings in the downtown itself
actually has created renovation. My aunt
lives in
in a downtown in in in uh it'd be neat
to
to see that. So, uh if that could be a
possibility.
And and I'm for I'm for the trees as
long as uh
parks uh waters them and maintains them
and
they do well.
And I know Stephen will do that. Thank
you.
Councilman Como.
Thank you. Thank you both very much,
genuinely. That was a really great
presentation. Thank you for
um you put It's clear you put a lot of
thought into it. So, I just really
wanted to say my gratitude. There's a
couple of things that you said that I I
really don't want us to miss out on
because I feel like
um
they may be small, but they're
incredibly important. And one of the
biggest things I feel like you said
as a frame for this presentation was to
look at this downtown as a collection of
choices versus versus a collection of
problems. And I felt I like very deeply
felt that. So, thank you for that really
beautiful framework for us to work off
of.
Um I really wanted to make sure that
we highlight the ambassador program. I
feel like that is really, really
important. I think something that is
actionable soon. I would love to see
what models like like like are people
paid? Like I'm very curious about what
that looks like and if it's something
that we can implement soon. And just one
short story about that because I think
it fits in so well into what you were
talking about. We had um family visiting
from Michigan a few months ago and they
stayed downtown. We ate downtown. We
shopped downtown. We did so much
downtown.
And actually send it sent a picture to
the city manager because there's a
really beautiful mural downtown and they
wanted to take a picture of it and there
was two trash cans right in front of it.
And so I texted the city manager and you
know, city manager was like, "I got it."
And you know, a few weeks later the
trash cans were removed, but it was like
such a
small, yet important I like detail to
pay attention to that I think goes a
very long way to what you were saying
and
um I think I I just think that what how
do we spark that again, Chris and or who
you know, city manager and just the
attention to detail
um around the downtown so that people's
experiences is just a little bit better.
Um so I really love that. And you know,
I wanted to encourage us to also you
also talked about tools and data to
address public safety
both the real crime and the perceived
crime. And I think again, you said
something really great around the two
extremes of
um not dismissing people's real concerns
and also not saying downtown is
immediately unsafe because one person
had a bad experience, right? And wrote
one off that. But like those two are
very
separate things. What's in the middle?
And in the middle are tools continue to
engage with and what I would love data
specific um to downtown. I think that's
something hopefully we can work with GIS
and LCPD Chris to to try to get um so
that we can better address the real like
what are the real
um
crime issues happening and why? And how
can we better address them with business
owners and and folks downtown? And also
how do we just connect people who may be
struggling and who just need um who are
having crisis. So um I those are really
important. And then
um the last thing I wanted to ask you
Chris was around this idea of a grocery
store downtown feels to me like one of
the most important catalytic projects
that we could really be pushing on. I'm
curious if you have any updates on that
Chris and one and two
is there an opportunity for a local Leda
on something like this and working with
an already established grocery store
business in our community um for them to
expand into somewhere downtown?
Mr. Chair, Board Member Ben Como, that's
um the second part of that is actually a
project that economic development had
been working on. They had met with all
the grocery stores. I
They
That is definitely something that can be
facilitated. The first part of that I
think we'll know more once we get that
market study back that that Natalie's
doing for the housing cuz they're going
to look and see what's really viable.
We're hoping to get that back later this
year. So that's where that particular
project is and once we figure out what
that looks like then maybe we figure out
is it something that will be supported
within that development or does it
actually does the study actually show
that we can extend and do something
freestanding someplace else? So
really kind of waiting on that data to
tell us what direction to move forward
with. But I I would expect to hear
something
later this year, and then we can try and
coordinate an update at the TID board at
the early part of next year to kind of
just keep everybody updated and and just
use this as a vehicle to keep the board
apprised of of developments downtown.
Yeah, thank you. That I can't wait to
hear some of that data. Please share it
with us as soon as that comes in. I I
would love to look at it. I also just
wanted to briefly note on the NAT
because I think there's two even on both
both ends of downtown, right? Like
there's this building right in front of
us that has been abandoned by their
property owner for a very long time and
neglected. And then the other side is
the building that we own.
And um I think it's it's important to
address both of these buildings in the
same way, right? And and I think for us
as a city who owns this other building
is to lead by example. And
I I think this other building to me
feels also like a pretty high priority
for us to be able to do something sooner
rather rather than later. I also I I
guess for me in terms of um their
business incubator or shared office
space, we already have a shared office
space downtown, and I think that's going
well. It'd be good to connect with them
about what's going well, what's needed.
But I also just want to do things that
increase GRT and that right? Like that's
also a lead by example kind of
action that we can take is can we put
something there that's going to benefit
the TID um
through what is spent there. So,
um that's the last thing I wanted to
say. Thank you very much again and
really looking forward to um what comes
about this
uh plan, especially in that parking lot
south of El Paso Electric. I'm very
excited.
Mayor Pro Tem.
Thank you, Mayor. Uh thank you, Chris,
and thank you, Susan, for putting this
um together. I appreciate the comments
about uh downtown
Las Cruces. There've been a
um a lot of stakeholders that have come
together
such as the chambers, Cruces Creative,
Downtown Las Cruces Partnership,
the city, the county who for years and
others have worked to make that a
vibrant transformative
um
destination. Um
you know, obviously we we have work to
do. I was I was concerned that I saw
online um
survey or some comments about unhoused
people downtown.
Um you know, we work through those
issues.
Um and downtown is very walkable.
Um the businesses are doing well.
There's great stories downtown.
Two
young ladies in their late 20s started a
cafe that's very successful. A near
homeless or homeless person started
another business who is which is
thriving and he has been able to mentor
and assist other businesses and expand
from his business.
You have
some
some businesses that have expanded like
Chachi's or other
restaurants that have been here for more
than 30 or 40 years like Corral. Corral
is Corral is. And then the refurbished
building of El Paso Electric, beautiful
building. So a lot of successful stories
downtown and I want to make sure that
people visit and frequent downtown and
support our merchants who are vested in
our community. These are not folks that
have moved in from Iowa, no offense
anyone from Iowa.
And from from other parts of the US.
They live here, they've been here, they
are vested. These people support, you
know, little leagues and band and other
other things in the area. It's important
to support
local businesses.
I um
I would say that that
focusing in
um housing downtown is a critical lever
that you can use because that'll create
um
revenue that will create sustainability
for current merchants, museums, and
other things downtown. Um and and I
think whether it's a cluster or whether
it's small areas as uh Counselor Matias
has mentioned, I I think that'll bring a
lot to to to downtown. Um we have about
10 to 12,000 people who work downtown.
Yeah, my company, we you know, we have
hundreds of employees. The average age
is about 30. I throw off that stat
because obviously my age. But um
no laughing, Counselor Matias. But But
these folks uh are starting out and and
I'm sure they would love to to get into
a condo or a loft or a patio home or
something downtown where he, she, or
they can walk to a grocery store. I've
often uh looked at downtown or mentioned
downtown as a virtual living room. Well,
we have the living room and we see
people from time to time. We visit, we
get along. Um we're missing
the bedroom. We're missing a place to to
lay our head. We're missing the
refrigerator, a grocery store. Uh I I
would love to see a grocery store
downtown whether we bring back and I
know um some people would say Trader
Joe's, they're okay. Um but um
things like the uh Mesilla Valley Co-op
that used to be here in Las Cruces. You
know, a a grocery like store like that
that that has a niche that would not
only attract residents in the area, but
would attract other people throughout
throughout the region. So, um
I think that
working on that and eventually uh moving
on to again taking care of our or our
house making sure it's it's in order and
clean is important as well. With that as
we
construct and put more trees up and
other things like that. I want to make
sure that we also are you know are
cognizant or aware of of
ADA
um
an ADA approach and also ensure that
we don't
remove or at least relocate
things like bike bike racks. We
encourage people to come downtown to
walk downtown to bike downtown
and we want to keep some some bike racks
available.
The final thing I will say is that the
other important thing in my mind would
be also to support
um
events and activities downtown.
Things like meetups you know such a a
great event. The zombie walk, the chili
walk, people of the plaza will make a
difference where they will be exposed to
what is you know what do we have to
offer downtown. So whether they're
visiting from El Paso or Silver City or
here and they see wow this is kind of a
a neat place. Let me relocate here. Let
me let me live here. Let me shop here. I
think I think that's doable and again
um
let's
let's expand our living room.
Thank you mayor.
Thank you.
Now great presentation. Thank you. I I
think you can see that everyone's very
optimistic, very excited because it is
something that we want. I thank you for
pointing out clean and safe. You know we
can build whatever but if it's not clean
and safe no one's going to come. So
that's something that we can control
right now and I know that efforts are
put in are being put into that. Uh
Another thing we've all talked about the
the NAT program and and taking care of
our own property. So, Merida is a great
opportunity. I know public works is
already looking at bids for demolition
or or gutting it out and doing things
like that. So, moving in that direction
so that we can
complement and and enhance our downtown.
So, that's good. I like the idea of
mixed-use
housing and anything that we can do for
our economic development downtown would
be great. The grocery store, I know
Council Matice shared with me that there
used to be Duchess Meat Market downtown.
Now, I remember, too.
[laughter]
But, yeah, there used to be a meat
market, and it was visited frequently
downtown. So, bringing that idea and
that concept is great. You talk about
housing, but
that's to live and to connect. But, what
about tourism and visitors? Any any
thoughts or ideas on maybe a hotel?
That has long been one of my goals
because we stay in Airbnbs when we're
here. They're lovely, and there's plenty
of them in the adjacent neighborhoods,
but
not to have to stay out on the highway
would be fantastic. There was a time
when we're working on a 2016 plan when
there was a discussion of a conversion
of the old court county courthouse
to a boutique hotel, but of course,
ownership issues complicated that. So,
but it it would be a fabulous use,
and downtown could really benefit. It's
just that hasn't been identified in in
this last round.
It because it's it's kind of like the
grocery
it's it's needed, but it's it's a a very
complex
um problem to solve.
Okay, thank you.
Um
Now, the other one is for economic
development that I know we're bringing a
work session and we'll bring that as
well is uh the Amador live is is another
what I feel is a gem in our downtown
area that that can really enhance and
and bring pre- bring people downtown for
for what we're trying to work on and
build, but I I think we're headed in the
right direction. I think this is great
all the the focus points that you're
talking about we need to really really
concentrate on. Thank you.
All right, thanks.
Thank you.
Look for a motion to adjourn the TID
meeting.
Move to adjourn.
Second.
This is on the motion to adjourn the TID
board meeting. Board member McClure?
Yes.
Board member Matich?
Yes.
Board member Harris?
Yes.
Board member Bencomo?
Yes.
Board member Cranney?
Yes.
Board member Munoz?
Yes.
And chair?
Yes.
Okay, we'll take about 5 minutes and
then we'll start our work session.
Mhm.