July 4 @ 10:00 am – 11:00 am
Show off your patriotic spirit and enter our Freedom Over Crockett Red, White and Blue Dessert Contest!
Create your dessert for Independence Day and bring it in to the Moosehead Cafe on the Fourth between 10 and 11 AM.
Winners will be announced at the Civic Center field during the festivities that evening!
Get creative, have fun, and help make Crockett shine Red, White, and Blue this Fourth of July!
August 4 @ 5:30 pm – 9:00 pm
Join Us for Networking & Music Bingo!
Mark your calendar for the next networking event!
We’re excited to share that we’ll be bringing Music Bingo to our August Networking Event at MVPs!
Come connect with fellow business professionals, build new relationships, enjoy great company, and have some fun while playing Music Bingo.
Tuesday, August 4, 2026
5:30 PM
MVPs – 1275 S. Wheeler Street, Jasper, TX
Businesses, organizations, and community members are invited to attend and network with us. Please RSVP so we can plan accordingly.
A special thank you to MVPs for sponsoring this event and hosting an evening of networking, music, and community connections. We look forward to seeing everyone there!
(409) 384-2762
jaspercc@jaspercoc.org
This year marks the 250th anniversary of the adoption of the Declaration of Independence. For two and a half centuries, the principles enshrined in that remarkable document have guided our nation, built upon the enduring ideals of individual liberty, limited government, and the rule of law. While much has changed since our Founding Fathers boldly declared independence from Great Britain, those timeless principles continue to define the greatest nation in the history of the world.
With that, I’d like to briefly step away from our ongoing discussion of House interim charges to address an issue that has generated significant attention not only across East and Southeast Texas but throughout our state – the proposed development of large-scale data centers in rural Texas.
Over the past several months, I’ve heard from county judges, landowners, water providers, and concerned citizens throughout East and Southeast Texas who have shared concerns about the potential impact these projects could have on our communities.
As a member of the House Committee on Natural Resources, I recently had the opportunity to examine many of those same issues during a committee hearing dedicated to this topic. The hearing provided an important opportunity to identify specific areas of concern and where Texas laws and agency regulations need strengthening.
For those of us in East and Southeast Texas, however, the conversation inevitably begins with water.
Water isn’t simply another policy issue; it’s one of our most valuable natural resources and the lifeblood of our communities, farms and ranches, forests, and way of life. We have been blessed with abundant lakes, rivers, streams, and aquifers, but those resources are not unlimited.
During the hearing, I questioned the Texas Commission on Environmental Quality (TCEQ) about the protections available to counties without a Groundwater Conservation District. The answer was troubling. In many parts of Texas, there may be no local entity with the authority to regulate how much groundwater a large-scale data center pumps. That means enormous quantities of groundwater could potentially be withdrawn with little or no local oversight. That should concern every Texan. We also heard from county officials requesting some level of local oversight over proposed data center development. As I have said before, I fully support expanding the authority of our counties to provide them with additional tools to both restrict data center development and hold these actors accountable at the local level.
Equally concerning is the lack of transparency surrounding many of these proposed projects. Communities deserve to know where the water will come from, quantify how much will be used, how much electricity these facilities will require, what infrastructure improvements may be necessary, and whether local taxpayers or ratepayers will ultimately be expected to shoulder any of those costs.
Transparency should not be optional.
Communities deserve timely, accurate information before decisions with long-term consequences are made. County officials, landowners, utility providers, and nearby residents should have an opportunity to understand the scope of a proposed project, ask questions, and voice concerns early in the process. Projects of this magnitude should not come as a surprise to the communities expected to host them.
The Legislature has an opportunity – and I believe an obligation – to get this right. That means establishing reasonable guardrails that protect private property rights, safeguard our water resources, preserve electric reliability, and ensure that large-load developments are solely responsible for the infrastructure necessary to support their operations.
Responsible growth doesn’t happen by accident. It requires thoughtful planning, honest communication, and a willingness to protect the people and places that have made Texas the envy of the nation.
As we prepare for the 90th Legislature, those same principles will continue to guide my approach to policymaking. My commitment is simple: to ensure that Texas remains the nation’s economic leader while protecting the water, property rights, and rural communities that make East and Southeast Texas such a special place to call home.
The mobile office is taking a break from the road in July, and our District Director looks forward to seeing you again in August. In the meantime, please do not hesitate to contact my office if we can help you in any way. My district office may be reached at (936) 634-2762, and my Capitol office at (512) 463-0508.
On the shadow a leader casts long after the office empties
There is an old pecan tree on the edge of a pasture I used to drive past on my way to work, years ago. I never met the man who planted it, though I heard stories. He was a farmer in the 1930s, working land that had been in his family since before the Civil War. A bad year for cotton, a worse year for prices, and an article he read somewhere convinced him to put in a row of pecan trees he would never live to see bear real fruit. His neighbors thought he was wasting ground that could have grown something that year. He planted the trees anyway.
He died in the 1950s. His children sold the place in the 1970s. By the time I was driving past in the 1990s, the trees were enormous, shading a half-acre of pasture, dropping more pecans every fall than anyone on the property could gather. The man who planted them never ate one. The children who sold the farm did not, not in any quantity. The people benefiting from those trees, when I saw them last, were strangers to the man who had put his hands in the soil and the article he had read one discouraged evening six decades earlier.
That is the shape of legacy. It is almost always longer than we expect and smaller than we hope, in the sense that it rarely makes the news, but larger than we imagine, in the sense that it keeps producing for people we will never meet. And it is being built, not by the grand gestures we plan for, but by the ordinary choices of the ordinary Tuesday.
“The trees you plant now will shade ground you never walk on. That is not a reason to stop planting. That is the reason to plant.”
Most leaders think about legacy in the abstract, and most who think about it at all, think about it in the future tense. The retirement speech. The plaque. The way their name will be spoken at the anniversary dinner five years after they have gone. This framing is comforting in a way, because it puts legacy out there, where it can be planned for, polished up, and made respectable before it is unveiled. But it is also misleading, because it is almost entirely wrong about how legacy actually works.
Legacy is not a future event. It is the current week, stacked a thousand times. It is the accumulated pattern of how you made decisions, treated the quiet people, handled the wins, handled the losses, kept your word, and carried yourself in the moments when you thought no one important was watching. By the time the retirement speech rolls around, the legacy has long since been formed. The speech is just the inventory of what was already true.
Scripture is direct about this. “Whatsoever a man soweth, that shall he also reap” (Galatians 6:7, KJV). Paul is writing in a moral context, but the principle carries across into every kind of life work. What gets sown is what eventually gets harvested, and the harvest rarely surprises anyone who watched the sowing closely. The only ones surprised by the harvest are usually the people who did the sowing without paying attention to what they were putting in the ground.
I have been to my share of memorials and retirement dinners over the years, and I have listened closely to what people say when they stand up to speak about a leader whose chapter is closing. The pattern is consistent, and it is almost the opposite of what most leaders spend their lives building toward.
Nobody, in the speeches I have heard, has ever praised the quarterly numbers. Nobody has cited the earnings per share. Nobody has listed the strategic initiatives launched under a given leader’s watch. Those things filled the leader’s calendar for thirty years, and they do not make the speech.
What makes the speech is almost always the same short list. How the leader treated a young person at the beginning of their career, when no one would have noticed if the treatment had been indifferent. A specific act of unrequired kindness, remembered twenty years later. A moment of honesty when the easier path was silence. A promise kept that no one was tracking. A hard conversation held with grace when the leader could have walked away. A way of speaking to the person cleaning up the room that made them feel, perhaps for the first time that week, like a whole human being.
These are the things that make the speech. These are what people carry forward, and pass on to their own subordinates, and tell their children about at dinner when they are trying to explain what good leadership looks like. The legacy is not the career. The legacy is the shadow the career cast on the specific people who stood near it.
“You are the longest sermon your team will ever sit through. Make sure the sermon is one worth remembering.”
Leaders are watched most carefully when they are interacting with people whose approval does not matter to their career. The new employee three levels down. The support staff. The person whose project just failed publicly. The customer who cannot take their business anywhere that would meaningfully affect the numbers. How you speak to them, how much of your attention you give them, whether you remember their name the next time you see them — these are the moments the rest of the organization is reading most carefully.
They are not reading it to judge you harshly. They are reading it to understand who you actually are, as opposed to who you perform being when the people who matter to your career are in the room. The gap between those two portraits is the truest measure of your character as a leader, and the organization has far more data on it than you probably realize. Jesus saw this pattern and named it plainly. “Verily I say unto you, Inasmuch as ye have done it unto one of the least of these my brethren, ye have done it unto me” (Matthew 25:40, KJV). Inasmuch as you have done it to the least of these. Not to the powerful. Not to the peers. Not to the ones whose regard enhances your own. To the least, which is to say, to the ones who cannot pay you back. That is where your true leadership is being revealed, whether you notice or not.
Before any significant decision, ask yourself a simple question. “If this decision ended up in a story my grandchildren might read someday, would I want to explain to them why I made it?” The question is not legal in any narrow sense. It is not merely ethical. It is a test of whether the decision reflects the leader you would still want to be, looking back from a distance of years, when the urgency has passed and the ordinary standards of a life lived well have reasserted themselves.
If the answer is no, do not make the decision. There is almost always another path. There is almost always more time than the urgency pretends. The decision that cannot be explained to the people whose regard you would most want to keep is the decision that, eventually, you will not be able to explain to yourself. Do not make it. Walk around it. Find the other path. Take the smaller win that you would still be proud of when the season has passed and the circumstances that made the bad decision feel justifiable have faded into something that, in retrospect, was less urgent than it seemed.
The promises that build legacy are almost never the public ones. Those are easy to keep, because the social cost of breaking them is too high. The promises that matter are the quiet ones. The commitment made to a junior employee in a hallway. The follow-up you said you would do for someone who cannot enforce it on you. The private commitment to yourself that you would never do a certain thing, never cross a certain line, never become a certain kind of leader. These promises are kept in the dark, where nobody is grading.
And yet the keeping of them, over years, is the main thing that determines whether you become the leader the speeches describe at the retirement dinner, or whether you become the one whose name is mentioned politely and without warmth. Matthew records Jesus on this principle as clearly as any passage in the Bible. “But let your communication be, Yea, yea; Nay, nay: for whatsoever is more than these cometh of evil” (Matthew 5:37, KJV). Let your yes be yes. Let your no be no. The integrity of your yes is the bedrock on which every other part of your leadership is built. When you let your yes become conditional, your leadership begins to lose density, and eventually the people around you start to notice.
Leadership Reflection
• How did you treat the person with the least power in your organization the last time you interacted with them? What would they say, honestly, about what you are like?
• Which recent decision would you not want to explain to your grandchildren? What is it really asking of you that you have not yet acknowledged?
• What is a small promise you made recently that nobody is tracking — made to a junior person, to your spouse, to yourself? Have you kept it, or has it quietly slipped?
• If the retirement dinner were held tomorrow, what would the honest speeches actually say about you? What would you change about this week in order to change what is said?
Over the course of the last ten weeks, these essays have walked through the interior architecture of a leader’s life. The cost of unclear leadership. The settled soul. The decisions we avoid. The data that runs out before the judgment call begins. The meeting after the meeting. The hard conversations held well. The people we are developing, or not. The culture shaped by what we tolerate. The seasons of pressure, and the well underneath the pasture. Every one of them, in the end, has been about the same thing. Leadership is not the dramatic moments. It is the quiet, repeated choices of a person trying to be worth following, week after unheralded week.
The legacy is the sum of those choices. The tree in the pasture is the sum of the decisions made in a discouraged evening six decades ago, when a farmer read an article and decided to put pecans in ground that could have grown something he needed that year. He never ate a single one. The trees are still there. The strangers are still gathering. That is what a life of unshowy, patient, ordinary faithfulness looks like, spread across decades and left for people you will never meet.
Whatever you are about to do next — the email, the meeting, the hallway conversation, the quiet choice about what to walk past and what to address — that is the legacy being built. It is not waiting for a later season when you will have more time or higher stakes or a bigger stage. The stage is the current Tuesday. The legacy is the Tuesday, repeated. Plant the tree anyway. Keep the quiet promise. Treat the least of these as the most of these. The shadow you cast is longer than you think, and it is falling on ground you will not live to walk on.
Thank you for reading this series. Whatever this season holds for your leadership, may the small choices be the ones that compound, and may the pecans you are planting now bear fruit for people whose names you will never know.
———
A note from Lee: If any of this lands where you are right now, and you would value an unhurried conversation with someone whose job is to help you see clearly, the door is open. connect.msgresources.com/leadership-advisory
Lawn stress in East Texas often shows up in subtle ways long before it becomes severe. A stressed lawn rarely looks dramatically bad right away. More commonly, it shows small warning signs — shifts in color, changes in texture, uneven growth, or gradual thinning — that point to something being wrong beneath the surface. Catching those signals early is usually the difference between a quick correction and a full lawn recovery effort.
Lawn stress typically has more than one possible cause. Heat and drought, improper watering, mowing too short, dull blades, compacted soil, nutrient imbalances, disease or insect pressure, and heavy foot traffic can all contribute. The challenge is that many of these produce similar-looking symptoms, which is why accurately identifying stress often takes attention and experience.
Color changes are often the earliest indicator. Grass shifting from bright green to a bluish-gray cast usually means it’s starting to lose moisture — a signal to water more deeply. Yellowing can point to nutrient deficiency, overwatering, or disease. Straw-colored patches may indicate heat damage, dormancy in specific spots, or fungal issues. The color pattern and how it spreads often provide helpful clues about the underlying cause.
Footprints that linger in the grass are another reliable sign of water stress. Healthy turf springs back quickly when walked on. When footprints remain visible, the lawn is telling its owner that deeper watering is needed. Similarly, thinning turf — where soil starts to become visible between grass blades — often signals compaction, disease, or ongoing watering issues. Thin areas also become the most likely entry points for weeds.
Irregular brown patches with defined edges, such as circles or arcs, often point to fungus or disease rather than simple drought. These patterns can worsen quickly if left untreated. Mushrooms or slimy areas generally indicate excess moisture. Sudden weed growth almost always signals that the lawn has weakened somewhere, since weeds move in where grass struggles to hold its ground. Grass that pulls up easily from the soil may indicate insect damage, especially from grubs — one of the more serious signs and typically one that benefits from professional diagnosis.
Responding to stress requires accuracy, not just reaction. A common instinct is to increase watering at the first sign of trouble, but overwatering is just as often the cause of stress as underwatering. Checking mowing height, blade sharpness, soil moisture, and soil compaction is usually a better first step. Probing the soil with a screwdriver can quickly reveal whether water is actually reaching the root zone or whether compaction is blocking it.
Fungus, chinch bugs, grubs, and other pests each have distinctive signatures that a trained eye can identify quickly. Correctly diagnosing the problem is essential, because treating the wrong issue can sometimes make things worse. When symptoms don’t clearly point to a single cause, a professional evaluation can save weeks of trial and error.
Paying attention to a lawn’s early signals is one of the most useful habits an East Texas homeowner can build. A stressed lawn is always telling its owner something — and responding at the right time, with the right action, often prevents much larger problems later in the season.
Author: Billy Forrest
July 6 @ 8:00 am – July 10 @ 12:00 pm
Join us this July for Splintercraft Summer Studio!
This is the 2nd installment of our summer kids camp, and its all about developing creative skills & having fun. this camp is separated into 2 groups:
Mini Makers = Ages 5-9; 8am-11am
Craft Campers = Ages 10-14; 12pm-2pm
$150 per student for a week of classes.
All supplies are provided in the camp, and we will go over a variety of projects!!
Apply Here:
https://forms.gle/GThMbfVSUXhpj9sb6
Pay Here:
https://square.link/u/0yp2KEbX
Yes, we had one planned for June as well, but it was canceled for exterior reasons. Please enjoy this one!!
July 10 @ 12:00 pm – 5:00 pm
Join us for July’s First Friday Luncheon on Friday, July 10, we’re honored to welcome the United Way of Angelina County as they celebrate 79 years of serving our community and changing lives across Angelina County.
Learn how your support helps strengthen local programs, assist families in need, and create lasting impact right here at home. It’s a great opportunity to connect with fellow Chamber Investors while hearing an inspiring story of community collaboration and service.
Thank you to Lufkin Coca Cola Bottling Company for presenting this month’s luncheon and to Servpro of Lufkin & Nacogdoches for sponsoring the $100 drawing!
Reserve your seat by Wednesday, July 8, for your chance to win $100!
>>>bit.ly/July-FFL-26
If You Saw Jesus, How Would You Recognize Him?
“If I saw Jesus, I’d probably know because he’d be glowing or floating or something,” says Caleb, 9. “Also, I think he’d have a name tag that says ‘Messiah.’”
If only it were that simple.
On the first Easter morning, Mary Magdalene stood outside Jesus’ empty tomb, crying. She looked into the tomb and saw two angels sitting where Jesus’ body had been. But instead of celebrating, she just wanted to know where Jesus’ body had gone.
Then, someone else appeared behind her. It was Jesus, but she didn’t recognize him. She thought he was the gardener! Only when Jesus said her name, “Mary,” did she finally see who he was.
Why didn’t she know right away?
“Sometimes you can be so sad you can’t see what’s right in front of you,” says Ava, 10.
That’s exactly right. Grief can blur our vision. Mary had seen Jesus crucified. Her hope was buried with him. Even when angels spoke to her and Jesus stood in front of her, she couldn’t see clearly until he called her by name.
“I’d recognize Jesus by his love,” says Noah, 11. “He would speak in a way that makes you feel like he knows everything about you and still loves you.”
That’s what happened to Mary. Jesus didn’t show off or glow. He didn’t float above the ground. He simply spoke her name. Love opened her eyes.
Jesus had once said, “My sheep hear my voice, and I know them, and they follow me” (John 10:27). Mary was one of his sheep. When he called her by name, everything changed.
Later, when Jesus appeared to the other disciples, the nail marks did help them recognize him. But in Mary’s case, it was his voice and her relationship with him that revealed who he was.
If you ever travel to the Middle East where sheep graze, you might see something amazing. After several shepherds put their sheep together for the evening, each shepherd leads his sheep to pasture in the morning by making a certain sound or saying his own name repeatedly. The sheep know the voice of their shepherd.
“Jesus probably didn’t look exactly the same after he rose,” says Emma, 10.
That’s possible. The Bible doesn’t tell us exactly what Jesus looked like in his resurrected body. What it does tell us is that he didn’t need to be recognized by sight alone.
The moment Mary recognized Jesus, everything changed. Her sorrow turned into joy. She went from weeping to worshipping in a single moment. And then, Jesus gave her a mission: “Go to my brethren and say to them…” (John 20:17). She became the first person to announce the resurrection.
Imagine that! A woman in tears becomes the first witness to the greatest event in history. Not a priest, not a king, not a prophet, but someone who loved Jesus deeply and stayed close, even when everything seemed lost.
Sometimes, we think we’d recognize Jesus if he walked into the room. But maybe he shows up in ways we don’t expect through a kind word, a quiet moment, or even someone calling our name.
Think About This: Jesus didn’t need to perform a miracle to be recognized. He just said Mary’s name. God often speaks to us in personal, quiet ways that only we can recognize, if we’re listening.
Memorize This Truth: “Jesus said to her, ‘Mary!’ She turned and said to him, ‘Rabboni!’ (which is to say, Teacher)” (John 20:16).
Ask This Question: If Jesus spoke your name today, would you recognize his voice?
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Kids Talk About God is designed for families to study the Bible together. Research shows that parents who study the Bible with their children give their character, faith and spiritual life a powerful boost. To receive Kids Talk About God twice a week in a free, email subscription, visit www.KidsTalkAboutGod.org/email.
Over the past several weeks, this column has covered a lot of ground.
We’ve talked about how to audit your marketing. Why brand consistency builds trust. How to approach social media with a framework instead of guesswork. What your website is saying about you. How to earn media coverage. Where video fits. What SEO actually means for a local business. The difference between advertising and PR. How to build a marketing plan that works.
Every article gave you real tools. Real frameworks. Real things you can do yourself, starting today.
And if you’ve been reading along, you’ve probably noticed something that none of those articles said directly but all of them implied.
This is an enormous amount of work.
The math most owners don’t do
Let’s add it up.
Managing social media well — planning, creating, scheduling, engaging — takes five to ten hours a week. Maintaining a website — updates, content, analytics, optimization — takes another three to five hours. Email marketing runs two to four hours per campaign. A PR push — writing, pitching, following up — can consume 20 hours before you see a result. Running ad campaigns — setup, monitoring, adjusting — takes another three to five hours weekly.
That’s 15 to 25 hours a week. Every week. On top of running the actual business.
Most business owners in East Texas aren’t sitting around with 20 spare hours. They’re already stretched. They’re managing teams, serving clients, handling operations, dealing with the unexpected. Marketing gets squeezed into whatever cracks are left in the day.
Which means it gets done inconsistently. Or poorly. Or not at all.
The cost nobody talks about
Here’s the number that most business owners never calculate.
What is your time worth?
Not philosophically. Economically. If your business generates $250,000 a year and you work 50 hours a week, your time is worth roughly $96 an hour. Every hour spent writing a social media post, editing a photo, troubleshooting a website issue, or drafting an email campaign is an hour not spent on the activities that actually generate revenue — sales, client work, strategic decisions, business development.
At 15 hours a week, that’s over $1,400 in opportunity cost. Weekly. More than $70,000 a year in time that could have been spent doing what only you can do.
And here’s the part that stings: you’re probably not doing the marketing as well as someone who does it every day. Not because you’re not smart enough. Because marketing is a craft. Writing compelling copy, designing effective visuals, building media relationships, managing ad platforms, interpreting analytics, developing strategy — these are skills that take years to develop. Just like the skills that built your business took years to develop.
The mistake tax
Beyond the time cost, there’s the cost of getting it wrong.
An ad campaign with poor targeting doesn’t just waste the ad spend — it generates zero return. A website that’s not optimized for search doesn’t just miss traffic — it hands that traffic to competitors. Inconsistent branding doesn’t just look unprofessional — it actively erodes the trust you’ve spent years building. A missed media opportunity doesn’t just mean no coverage — it means your competitor got the story instead.
These aren’t dramatic failures. They’re slow leaks. They compound quietly over months and years, and most business owners never see the full cost because they don’t know what they’re missing.
The comparison that matters
The question has never been “can I do this myself?”
Of course you can. These articles proved it. The information is all here. The frameworks are real. The strategies work.
The question is “is doing it myself the best use of my time and energy?”
And the answer depends entirely on what else you could be doing with those 15 to 25 hours a week.
If your business needs you on the tools, with the clients, in the meetings, making the calls, closing the deals — then every hour you spend on marketing is an hour stolen from the activities that actually grow your revenue.
What the growing businesses know
The fastest-growing businesses in East Texas — the ones that seem to be everywhere, the ones whose name keeps coming up, the ones that always look polished and present and professional — aren’t run by people who do everything themselves.
They’re run by people who know what to hold and what to hand off.
They hold the vision. The relationships. The client work. The leadership.
They hand off the marketing execution to people who do it every day. People who have the systems, the tools, the creative talent, and the media relationships to execute at a level that would take the owner years to reach on their own.
It’s not an expense. It’s a reallocation. Time and energy move from something you’re doing adequately to someone who does it excellently — and your time moves back to the work that only you can do.
A final thought
If you’ve read this entire series, you know more about marketing your business than most of your competitors do.
That knowledge is valuable. Use it. Whether you implement it yourself or hire someone to carry it, understanding what good marketing looks like makes you a better business owner and a smarter buyer of marketing services.
But if you find yourself six months from now still planning to get started — still meaning to update the website, still intending to get consistent on social media, still thinking about reaching out to the media — consider the possibility that the most productive thing you can do isn’t try harder.
It’s get help.
The businesses that grow in this region are the ones that invest in growth. Not just with money, but with the decision to stop carrying everything alone.
Lee Allen Miller is the founder of MSGPR Ltd Co, a full-service creative agency in Lufkin, Texas, and author of Entrepreneurship God’s Way. For more insights on marketing and business growth, visit msgpr.com.
Good day,
Below is a description of the work planned for June 29 through July 3 in the Texas Department of Transportation’s (TxDOT) Lufkin District.
Project timelines are subject to change due to weather conditions and material availability.
TxDOT will have reduced staff on Friday, July 3. Be sure to celebrate America’s 250th birthday safely!
District Wide Projects
Sealcoat operations are ongoing in Angelina, Houston, Trinity, and Polk counties. San Jacinto County is the next phase. Weather permitting, this project is expected to be completed by July 10.
This is a moving operation requiring lane closures.
Area Office Projects
Lufkin Area Office (Angelina, Houston, and Sabine counties)
Angelina County
Houston County
Livingston Area Office (Polk, San Jacinto, and Trinity counties)
Polk and San Jacinto counties
Polk County
San Jacinto County
Nacogdoches Area Office (Nacogdoches, San Augustine, and Shelby counties)
Nacogdoches County
Sabine County
Reminder to Motorists
Drivers are urged to remain alert in work zones, obey posted traffic controls, and watch for construction crews and equipment. Remember to move over or slow down to 20 mph below the posted speed limit when passing or approaching TxDOT vehicles, law enforcement, and other vehicles with activated overhead lights on the side of the road.
Please remember to buckle up, stay sober, and Drive like a Texas: Kind, Courteous, Safe.
Tim Monzingo
Public Information Officer
TEXAS DEPARTMENT OF TRANSPORTATION
Lufkin District
timothy.monzingo@txdot.gov | 936-208-5651 | TxDOT.gov
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