When Mike Bennett became Grand Junction’s city manager after coming over from the same position in Fruita in December 2024, he stepped into the role with a clear focus: Build a healthy organization from the inside out.
At the time, the city was in the midst of multiple controversial projects and heading into a spring election that would bring significant change to the city council, which resulted in three new members and one re-elected member who became mayor.
As Bennet settled into his role, and now eight months in, he has directed his energy toward the future, guided by a long-term mindset rooted in sound decision-making, efficiency and building trust with the community. His focus is on strengthening the internal foundation of city government by reinforcing core services, improving operations and, above all, earning public confidence.
Three focus areas highlighted
“Three things that have really been on my mind are purpose, relationships of trust, and efficiency,” he said. “That’s what I want to focus on in a forward-facing approach.”
See CITY MANAGER on Page 2
Purpose, Trust, Efficiency
Mike Bennett reflects on his first 8 months as GJ’s city manager and what he hopes to accomplish. — See story, Page 2
City Manager Mike Bennett, shown during an interview with the Business Times on July 30, said the lessons he learned as city manager in Fruita helped him, and they’re shaping his approach to leadership in Grand Junction.
Photo by Tim Harty.
GJ city manager prefers to look forward
Continued from Page 1
Purpose: Delivering the core services exceptionally well
Bennett said the city’s primary purpose is to deliver essential services no one else provides, such as fire protection, street maintenance, sewer sys
“Our purpose is to provide core services that no other entities are providing,” he said. “Police, fire, parks, utilities, we exist to provide those. And we’ve got to do that really, really well.”
He emphasized the city is leaning into a “back-tobasics” approach during its strategic planning process with the new council.
“The theme is definite ly core services, back to ba sics, really trying to be the best at what our purpose is,” he said. “It helps us clarify to the public what our pur pose is and where our ener gy should go.”
Collaborating Beyond Core Services
While the city is fo cused on essentials such as public safety, streets and utilities, Bennett recognizes the need for collaboration with partners to address broader community needs.
“There’s always pres sure to expand beyond our scope,” he said. “But we need to stay focused on those priorities we’re best at.”
At the same time, Ben nett acknowledged the im portance of strategic part nerships, particularly when it comes to community-wide issues that fall outside the city’s core responsibilities.
He stressed that public engagement must be genuine, not performative. Rather than simply sending out information, the city is trying to ensure communication actually res-
“There’s going to be some other opportunities or challenges that are community-wide, where we need to work with our medical partners, with our education partners, with our economic development partners, whatever it may be, nonprofit partners, our business community on different things,” he said. “That’s where it’s outside of those core services, and we have to be smart in how we partner in those areas and to what extent we have capacity.”
He added, “We may not have the primary responsibility or authority in some of those areas, but we may have some resources or influence or voice that we need to use for the good of the community. And so we’ve got to be smart in how we do that. But I do think that’s part of the job, too.”
Trust: Building Credibility Through Transparency and Engagement
Bennett sees trust as the city’s most valuable commodity and a resource that must be earned daily.
“Trust is not a once-and-done thing,” he said. “How do we build and maintain trust? That’s something we’re constantly working on.”
To support that, the city is rethinking how it communicates with the public. Rather than defaulting to standard outreach or “checking the box,” Bennett said the focus is on building real connections.
“We’re not just going to spitfire more communication,” he said. “We’re really thinking deliberately about how we effectively reach people and share more information, so people have context about what’s going on, which builds that trust.
“We’re making efforts to tell our story a little bit more, telling the why of what we’re working on, why we’re working on it, communicating more, over-communicating with the public.”
“When we engage with people, there’s a purpose,” Bennett said. “It’s not a checkbox.
Part of that effort includes new leadership in the city’s communications department, a push for clearer explanations of decisions, and more accessible community outreach. The city council has also adopted a renewed focus on engagement, making themselves available at public events throughout
The city’s evolving approach to outreach was also covered in a recent Business Times article. Read more at: thebusinesstimes.com/anew-model-for-city-coun -
Efficiency: Constant Improvement in How the
Bennett described efficiency as “the lifeblood” of how a well-run local government should function.
“Efficiency is incredibly fun, because it’s where we get focused on continuous improvement, and that’s a core value of the organiza-
According to Bennett, City Hall has launched several internal efforts to boost
• Process-mapping initiatives are helping departments identify and eliminate bottlenecks.
• A new cross-functional review team is forming to identify ways to speed up planning and permitting processes without compromising on quality.
• Reassessing vacant positions to see if they can be merged with others before automatically refilling them, ensuring staffing is aligned with needs
• Other operational changes that involve combining teams that handle similar responsibilities. For example, the city’s weed-abatement program is being restructured to merge parks and right-of-way crews, allowing for more efficient and consistent coverage.
“It’s not always about taking some massive leap,” Bennett said. “It’s like, how do we constantly get 1 percent better?”
Looking Ahead, Not Back
Bennett said one unexpected challenge early in his tenure was the level of focus, both internally and externally, on past decisions.
“There seems to be a lot of pressure to look backwards and constantly kind of digging into maybe things of the past,” he said. “That was a little surprising, because I’m a very forward-focused person.”
He emphasized reviewing the past is sometimes necessary, but his attention is aimed at what lies ahead.
“If people have questions and we need to look back to answer that, that’s completely fine,” Bennett said. “But I just wanted to get that desire to get focused forward, which we’re on that track now with strategic planning, a new council on board and new positions. The team throughout the organization is very energized and moving forward and doing the best work we can.”
See CITY MANAGER on Page 10
Clockwise from top right, Grand Junction City Manager Mike Bennett, Deputy City Manager Kimberly Bullen, Communications and Engagement Manager Kelsey Coleman and Business Times reporter Brandon Leuallen sat down for an interview July 30 in Bennett’s office at City Hall. Photo by Tim Harty.
Personal touch is the Key Agent-owned, agent-focused real estate brokerage Key Realty comes to GJ
Tim Harty The Business Times
Key Realty is new to Grand Junction — and new to Colorado for that matter — and Realtor Megan Powell thinks clients are going to like the way Key does business.
“There was a need in the Valley, in our community, for our clients to have just more of a lower-cost, direct brokerage,” Powell said.
She thinks Key’s appeal extends to real estate agents, too, and she expects more will join the team when they learn about Key Realty, a privately owned, Midwest-based brokerage that recently expanded into Colorado.
In fact, Key Realty’s state broker, Mike Chavez, is part of the new office that opened in the spring at 134 N. Sixth St., in downtown Grand Junction. Powell is the Western Slope broker, and rounding out the five agents who currently populate the office are Hailey Flinn, Wendy Harrison and Brandi Vigil.
Powell said what stands out about Key Realty is it’s agent-owned and agent-focused instead of being owned by a large corporation that cares only about its bottom line.
“A lot of those real estate brands are owned by huge mega companies,” she said. “This brand is owned by a husband and wife in Toledo, Ohio, and they were agents for 40 years themselves, and they just really knew what an agent needed, and so they started an agent-focused brokerage.”
Agents independently contract to work for Key Realty, which allows for some agent freedom and support when they need it.
“It’s a brokerage where agents can come and still do the good business they do,” Powell said, “but without having to … so much split costs with our broker, and they still get all the added benefits of an amazing broker that’s behind them, that can offer them all the marketing and all the tools they need.”
Split costs, she said, are the model of traditional brokerages, where agents pay a split
on every commission they earn. At Key, she said, “You just pay a yearly fee, no matter how many transactions you do.”
Just being a privately owned brokerage doesn’t make Key Realty better, as Powell said her previous brokerage had a similar model to Key, but it didn’t offer what Key offers.
“The other brokerage that me and some of the others that have come over to Key Realty were with, they did not have the support, and they were becoming much more of a corporate model,” Powell said.
MarillacHealth changes name to PrimeHealth+
Officials at MarillacHealth announced in a July 30 news release that the organization’s new name is PrimeHealth+ (pronounced PrimeHealth Plus) as of Aug. 1.
The former Marillac Clinic opened in 1988 to provide healthcare for low-income and uninsured residents of Mesa County.
PrimeHealth+ Chief Executive Officer Kay Ramachandran explained the need for rebranding, saying: “Over the past decade, our organization has grown from 5,000 to 16,000 patients. Today we are a thriving nonprofit organization, and our geographic service area has expanded to serve Mesa County, Montrose County and surrounding communities.
“We wanted a clear and meaningful identity that reflects the quality of care our patients receive. The new name of PrimeHealth Plus genuinely captures our strongly held belief that patients will achieve optimal wellness when healthcare is made affordable – and when it includes medical, dental, behavioral health and pharmacy services.”
She added, “PrimeHealth Plus is truly one of a kind in
our community.”
The organization’s mission remains the same. PrimeHealth+ will continue to provide accessible and affordable healthcare through multiple clinic locations, all of which will bear the new name and new signage.
PrimeHealth+ clinics will be staffed by the same friendly faces, and new patients are always welcome.
PrimeHealth’s brand-new health center at 526 29 1/2 Road will open its doors during the last week of August and will have the capacity to serve an additional 3,000 new patients.
PrimeHealth+ is a free-standing nonprofit organization. It is the Federally Qualified Community Health Center in Mesa County and also serves Montrose and surrounding communities. PrimeHealth+ offers primary medical, dental and behavioral health care. Pharmacy services were added in late 2024.
Last year, PrimeHealth+ care teams provided more than 50,000 visits to 16,426 patients, many of whom have lower income or are uninsured or underinsured. People
of all ages and life stages are welcomed, regardless of income or insurance status. Households with limited income often qualify for sliding-scale, discounted healthcare.
For information or to schedule an appointment, call 970-200-1600 or visit PrimeHealthPlus.org.
PrimeHealth+ Clinic Sites In Grand Junction:
• County Clinic, 510 29 ½ Road, co-located with Mesa County Public Health.
• 12th Street Clinic, 2139 N. 12th St., Suite 2.
• Warrior Wellness Center, Central High School, 550 Warrior Way, Suite WC.
• Tiger Wellness Center, Grand Junction High School, 1400 N. Fifth St., Room A116.
• Primary Care Partners, 3150 N. 12th St.
• Outreach Day Center, 302 Pitkin Ave.
• 6th Street Clinic, 2333 N. Sixth St. (open until 8/22/25).
• Main Clinic, 526 1/2 Road (opening on 8/28/25).
In Montrose:
• Montrose Clinic, 87 Montrose Drive
State of Colorado broker Mike Chavez, left, and Western Slope broker Megan Powell stand at the corner of Sixth Street and Rood Avenue, where they opened Key Realty in the spring. Key Realty hosted its grand opening July 16. Photo by Tim Harty.
Straying indoors
Strayhorn Grill is converting patio dining area into indoor seating
Tim Harty The Business Times
Patio dining is a common feature at Grand Junction restaurants, but not as popular if the patio is on the west side of the building. Western Colorado’s summer sun is a punisher extraordinaire for anything facing west.
That’s why Strayhorn Grill, 456 Kokopelli Drive, Unit J, in Fruita, is saying goodbye to its patio and hello to more indoor seating. The restaurant has begun the conversion with its former patio already walled off.
work, which is saving them some money.
“We’re able to do a cash out-of-pocket, and we’re just so thrilled with that,” Shelly Smith said. “We’ve been saving and saving for it, so now we can do it, and we just decided, ‘Why wait?’ We’re busting at the seams on the weekends, and it just seemed like the right time to do it.”
When the work is finished, a wall that currently has a lot of windows will become a solid wall, and there will be an opening to that former patio space. Seating will increase from the current 120 to about 160.
Street and Tim Harty. regardless of inlimited income healthcare. appointment, call Junction: co-located with 2. School, 550 High School, (open until 8/28/25).
When it’s done, the restaurant will have 40 more indoor seats, a better flow to the seating area and the ability to close off areas for parties to rent for events.
no matter Powell said offers. to Key more of
Aaron Smith bought the restaurant in August 2022, and Shelly Smith, Aaron’s mom and manager of Strayhorn Grill, said they initially thought the patio would be a popular area for diners. It wasn’t, and they know why.
“The patio is on the west side of the building, which is just the hot side, and it always seemed that it was either too windy or too hot or too cold,” said Shelly Smith, who said the number of ideal days for using Strayhorn’s patio amounted to about two to three weeks. “Even on great days, like a day that I thought we would staff up the patio, like today’s gonna be a perfect patio day, people would just choose to sit inside. So, I guess, I like to think that we’re making it down home and comfortable inside. They just wanna stay inside. And, you know, no flies.”
After the first year of operating the Strayhorn Grill and assessing what diners wanted, the verdict on the patio was “it’s just limited in its use,” and its continuation “just didn’t make sense,” Shelly Smith said.
Meanwhile, the restaurant’s indoor seating was often maxed out on weekends, so the final assessment was: The patio space “would be much more useful and productive to change it to indoor seating.”
The conversion didn’t start immediately. Instead it began this summer, almost two years later, with Aaron Smith and his dad, Rod Smith, doing most of the
“It’s not really a ton more seating, just a ton more area and a better flow for the restaurant, and more seating areas for people to be able to get away from the center of the room,” Shelly Smith said. “We’re able to create another room that could be possibly a meeting room or a party room that we could actually close off and then rent out for events. That has turned into a very big need here in Fruita, probably even in the valley overall, someplace to have a rehearsal dinner or a wedding reception or even a funeral gettogether, business meetings, those kinds of things. So, it’ll be handy for that.
“But just on the day-to-day, we hope it’ll give a little more options to customers to spread out and maybe have a little bit more private areas that won’t be quite so busy and loud, that sort of thing.”
Additional space also will allow for a small waiting area that the restaurant needs.
Shelly Smith didn’t divulge the cost of the renovation, but she said, “All I will tell you is it’s going to be worth it.”
She also wanted to make a point about the process the restaurant had to go through to build the additional space, and that is: “Just how awesome the city of Fruita planning and development departments have been in working with this project. … The way they have revamped the city of Fruita and the building permits and the building department down there, they have just been awesome, working with them and getting proper permits, the inspections and the online applications and all that.”
As the right side of this photo shows, construction is ongoing to convert the Strayhorn Grill’s patio area into indoor dining space. Photo by Tim Harty.
Business donations fund bike helmets for local kids
By Heather Benjamin Special to The Business Times
Kara Griffith is an exercise physiologist, the Family Health West wellness supervisor, a mom, wife, and someone who knows the importance of wearing a helmet when riding bikes.
Witnessing a young girl, elementary school age, at a Fruita community bike park last summer without a bike helmet had Griffith recalling some days in her past when she worked at a rehabilitation facility with people who had brain injuries.
“I worked with people who sustained head injuries from something like a short ride down the block to higherrisk activities like mountain biking or rock climbing,” she said. “Their lives were forever changed, and seeing that firsthand had a big impact on me.”
That single interaction for Griffith sparked an idea that caught fire. For the second year in a row, Family Health West partnered with the City of Fruita to offer and provide free bike helmets to local children.
ImageNet Consulting and ProSpace Interiors recently found the same passion around this idea and have contributed financially to the joint project to make 2025 more successful.
Dave Huerkamp, president of ProSpace Interiors, said the culture of ProSpace makes them big believers in giving back to the community. Jared Meier, group solutions manager for ImageNet Consulting, echoed much of the same.
“This was a great opportunity to double our impact with the matching donation from ImageNet here in Grand Junction,” Huerkamp said. “Plus, Family Health West is an awesome asset to the Fruita community, so we are happy to support them in their efforts to further youth safety.”
“This was an easy project to back for us,” Meier said. “ImageNet Consulting staff are honored to support
programs that provide both active and fun opportunities for youth in the Grand Valley. Adding the safety element stood out as an even better opportunity for us.”
Meier added ImageNet Consulting believes in the mission of Family Health West, and as a business of similar community-mindedness, it is always looking for ways to positively impact friends and neighbors.
The initial partnership with the City of Fruita was a natural fit, said Marc Mancuso, Fruita Parks and Recreation director. Griffith’s heart for the idea was something they could expand on.
“Our Youth Scholarship Golf Tournament has traditionally funded program and activity scholarships, but we saw this as another meaningful way to support the youth in our community,” Mancuso said. “Since then, we’ve
received generous support from the Western Colorado Community Foundation and, most recently, the FHW Foundation. This program is ongoing, and we anticipate a continued need for helmets as kids grow, experience falls or as more families learn about the opportunity.”
The City of Fruita distributes the helmets through its community center, expanding the options and availability considerably after partnering with Family Health West and now adding in donated dollars from local businesses.
Mancuso added Fruita intentionally purchases helmets that are free from prominent logos or designs, so children can wear them without feeling labeled.
“Our goal is for every kid to feel confident, safe and included,” he said. “We’ll continue to provide a variety of current, high-quality helmets in new colors and styles to meet safety standards and personal preferences.”
Some final tips for anyone wearing a bike helmet:
• Helmets should be replaced about every three to five years, despite appearance, even if they look brand new. Materials can break down and be less effective, especially in a crash situation.
• Helmets should be replaced after a significant crash, even if damage is not obvious.
• Helmets should fit and be worn properly for best outcomes. To view a helmet-fitting guide, go to www.nhtsa. gov/sites/nhtsa.gov/files/8019_fitting-a-helmet.pdf.
• Adults, please wear your helmet for every ride, too. Even when riding “just down the block,” you are setting an example for our youth, and you need to be safe as well.
Donations are still being accepted for bike helmets. If you are inspired to give, a tax-deductible donation can be made to the Family Health West Foundation by visiting fhw.org/foundation.
Heather Benjamin is communication manager for Family Health West.
Stock photo courtesy of Family Health West.
Hilltop Community Resources received a 2025 Community Grant from the Taco Bell Foundation. The funding will support Connections (formerly run by Karis) to support youth development and stability, including education attainment, career readiness and stability building, helping youth in Mesa County access essential resources to achieve their goals.
“This grant is the difference between youth completing their GED or dropping out. The difference between maintaining employment or losing their only source of financial stability. The difference between the foundational support for them to achieve their goals or going homeless, without a tent or food,” Hilltop Director of Community Programs Margery Brennan said. “We are grateful to the Taco Bell Foundation and the local restaurants who chose to support our work and to believe in the young adults we work with.”
The Taco Bell Foundation awarded $28 million in Community Grants this year to nearly 500 nonprofit organizations nationwide.
Hilltop Community Resources was nominated for the grant by local Taco Bell franchisee, ColCal Colorado Inc., whose continued commitment to uplifting youth has helped expand access to education, mentorship and career readiness programs across the community.
“We believe that empowering young people is one of the most meaningful ways we can invest in the future,” said Lisa Lane Cardin, executive director of the Taco Bell Foundation. “This record investment is a testament to the power of communitydriven change and the limitless potential that exists when we remove barriers and open doors.”
Through this grant, Hilltop’s Connections will be able to continue serving more than 100 youth each year with resources, housing, education and job preparedness.
To learn more about Hilltop Community Resources and Connections programming, visit www.htop.org.
To learn more about the Taco Bell Foundation and the Community Grants program, please visit www. tacobellfoundation.org/who-we-support.
Key
Continued from Page 4
Powell continued, “Honestly, they were more concerned with the bottom line than their agents and supporting their agents. So, I wanted to be with an agency that offered the agent independence, get that training support, good branding, good culture.”
Powell said Key Realty is off to a good start in Grand Junction, where it hosted its grand opening July 16.
“We are just now getting our brand out to the community and out to the state and really just to the other agents in the area to see if this is something that they want to come on board with,” she said.
“We’ve had a lot of good response. We had like over 100 people come through our grand opening, so that was really fun and awesome.”
Powell said Key Realty is looking to grow its number of agents organically and maintain the personal-touch, customer service that clients appreciate.
“We’re shooting for that small, authentic feel, but not too small,” she said.
Chavez said Key Realty currently has 25 real estate agents in Colorado, including the Grand Junction office. He said the goal is to have 250 agents in Colorado and “get into all parts of the state.”
“Our goal is to keep growing and offer genuine and personal service,” he said.
Megan Powell, left, and Mike Chavez sit inside the Key Realty office at 134 N. Sixth Street in downtown Grand Junction. They are two of five real estate agents currently at the office, which opened in the spring. Photo by Tim Harty.
City Manager
Continued from Page 2
Bennett said he’s working to ensure residents see that commitment reflected in the city’s direction over time.
“I hope people will see that there was a steady focus forward of continuous improvement, excellence in service delivery, and long-term, not short-term decisions, but making decisions that have a positive, long-term effect on the community,” he said.
Building the Team
Several key city positions have been filled under Bennett’s leadership, either through new hires or internal restructuring.
Jay Valentine is an experienced hand in city government and now serves as chief financial officer.
“Jay Valentine is not new to the organization,” Bennett said. “But he was the general services director, and he was also a deputy finance director in the past. So, in this new restructured Finance Department, he is the CFO. It includes all of finance, budget and IT. General services will now report to the deputy city manager instead of being under finance.”
Kimberly Bullen became deputy city manager in July after the position was budgeted by council before Bennett’s arrival.
Bullen previously served as director of public works in Fruita.
“She’s overseeing public safety, general services and a number of other departments that previously reported directly to me or the finance director. That frees me up to focus more on cross-departmental projects, strategic planning and building culture,” Bennett said.
Kelsey Coleman, the city’s new communications and engagement manager, stepped into a role that was being covered on an interim basis. Coleman previously worked as the communications director for Colorado Mesa University.
“I’m excited for Kelsey as our new communications and engagement manager,” Bennett said.
Connecting With the Community
When asked how he would like his leadership to be remembered, Bennett made it clear that he’s excited to be in Grand Junction for the long term. But ultimately, he said:
“Yeah, I don’t want to be known for projects. I want to be known for having an influence or some part as a team, with this organization, and being a city government that the people could trust, that they were proud of and that they felt heard.”
Bennet has made it a priority to be accessible to residents, not just through email or formal meetings, but also in more casual settings. Once a month, he hosts Coffee with the City Manager, often joined by city staff or council members. The event provides an informal space where residents can drop in, ask questions and share concerns directly.
For the latest dates and locations, visit the City of Grand Junction’s calendar page: www.gjcity.org/Calendar. aspx?EID=7934.
Community-engagement events are listed under “City Events and Public Engagement.”
Mineral Lease District accepting grant applications
The Mesa County Federal Mineral Lease District (MCFMLD) is now taking applications for the fall 2025 grant cycle, with $500,000 available in grant funding. This competitive grant process provides two programs, each defined to create opportunities to strengthen and enhance the communities of Mesa County. All MCFMLD grant funds stay in Mesa County.
The Traditional Grant Program was developed to support large-scale projects such as new public works or other capital projects, as well as public-service projects addressing health, safety and welfare impacts from federal mineral leasing activities. These are financial requests of $50,000 or more. Prior award recipients include Plateau Valley School District 50’s athletic field lighting and Town of De Beque sidewalk infrastructure improvements.
The Mini Grant Program can award up to $50,000 for smaller-scale projects. Previous award recipients include the City of Fruita for 16 Road railroad-crossing improvements and the Lower Valley Fire Protection District Station 32 access upgrades.
Entities eligible for these programs are limited to the state and its subdivisions, along with school districts, public and state-controlled institutions of higher education, library districts, metropolitan or other special districts and fire protection districts.
Find the full grant application at www.mesafml.org/current-grant-cycle. Applications will be accepted until Sept. 5 at 3 p.m. Fall grant applicant presentations will take place during the Sept. 10 board of directors meeting that is open to the public. Fall awards will be selected as soon as Oct. 15. The public and comments are welcome at MCFMLD board meetings. Meetings are held at the Home Loan Building, 205 N. Fourth St. in Grand Junction.
Jay Valentine Kimberly Bullen Kelsey Coleman
It took Sydney Sweeney to make us realize we’re all too big for our own britches?
Once again, some of the masses are offended. Well, I say, “Welcome to life in the 21st Century,” where someone will always be offended about something for some reason at some time.
But don’t include me in your “Sweeney” Todd moment of revenge for some offense or trauma you convinced yourself you’ve suffered at the hands of this person or that movement. Fact is, you aren’t suffering through anything someone before you, currently or in the future won’t be suffering through. And that includes pictures of grossly obese models in underwear, which some of you may find – here we go – offensive.
Because isn’t that the real question? What does each person find offensive? Which is basically a benign question? If you find the American Eagle ad offensive, distasteful or (and I think many people here would agree here) something not worthy of any attention, I think that should be followed with another question: Who cares? Why is your distaste any more important than the next guy’s? Why is your offense more important than the next gal’s? Why is your indifference any more important than the next (30-some) gender’s indifference?
See what I did there? I tried to be inclusive, while knowing one cannot actually be inclusive, as to why no one should care that much about Savage Syd’s (thank you Emerson, Lake and Palmer) zipping up those jeans
around her brick bathroom of a body – according to some. Yet here we are, with much of the world literally going to hell in a hand basket, all upset because one woman fills out jeans and a jean jacket today differently than another did five years ago.
I hate to break it to my ever-decreasing, ogling fan base, I used to look much hotter (yes, I said “hotter”) in a pair of 30 x 36 Jordache jeans than in my stretch, 36 x 32 (basically) jeggings I wear today. I am also way more comfortable. Then again, I used to be able to climb into the backseat (wink) of a 1978 Trans Am. If I did that today it would be as a volunteer for jaws of life practice for the guys who will be staffing our new fire stations –oh, wait.
I have nothing for or against Sydney Sweeney. Frankly, I had no idea who she was until my youngest mentioned her from a movie titled, “Anyone But You.” To MY shame, I must admit watching the flick and have just two comments:
1. If you think Savage Syd fills out some jeans, check out what she does to a bikini in that movie. Then again, I grew up at time when Cheryl Tiegs and Farah Fawcett adorned walls and we couldn’t wait for the Sports Illustrated Swimsuit Edition to come out. And NO, we didn’t care that it wasn’t about sports.
And 2. Glen Powell in that same movie made me a tad ashamed of my body and what I’ve done to it over six decades on this planet.
You see, my current “genes” – along with abuse and neglect – have me a little overweight with a beer belly (in
spite of not having any beer for more than 3 1/2 years), no hair (unless you count my back, ears and nose) and aching (even from golf) every day I get out of bed.
So, if you are currently suffering from “I’m not Syd or Glen” (or worse, I’m not even Kelly McGillis or Nick Nolte) at your current age and physical appearance syndrome, I have one thing to say: Get over it.
And (worse) if you want some entity to do something about it because you see Nazis or Eugenicists, I got news for you. They aren’t the Nazis or Eugenicists; YOU are. Sydney has a right to make a living with the body God gave her, American Eagle has the right to hire Sydney to make a living selling jeans, and you have a right to shop or not shop at the store who just five years ago hired an entirely different model. You know, the one who made you feel “inclusive.”
See how marketing works?
Seriously. Do as you say. Stay inclusive. Even to the good-looking people. And be happy you get to roll out of bed another morning with the body and looks you have. It beats the alternative. And if that body offends you (because this isn’t about Sydney’s) then maybe do something about it, instead of asking the government, or a business or even that person to bring those who do “do” something about theirs down to your level.
In Truth and freedom.
F
Craig Hall is owner and publisher of the Business Times. Reach him at (970) 424-5133 or publisher@ thebusinesstimes.com.
Sustainable and evolving development trends in GJ
The recent adoption of the city’s new comprehensive plan emphasizes compact growth, improved transportation connectivity and environmental stewardship. Neighborhoods such as Dos Rios and developments near Las Colonias Park are examples of how the city is blending recreation, residential and commercial development in
Current projects by local developers further demonstrate this shift toward purpose-driven growth. The Thunder Valley project introduces thoughtfully designed housing in a scenic Redlands location, combining access to open space with a variety of home options.
In Fruita, the Dinosaur Residential Community is in progress as a master-planned development that embraces smart design and accessibility. Meanwhile, Summer Hill, an established community, continues to attract residents with its low-maintenance, energy-conscious homes and stunning views of Colorado National Monument.
Green Building in Practice
Developers and builders in the Grand Valley are increasingly adopting sustainable construction practices, not only to meet code requirements, but to respond to consumer demand for more efficient, eco-conscious homes and workplaces. Residential projects in neighborhoods like Redlands Mesa and The Ridges often feature solar-ready roofs, energy-efficient windows and drought-tolerant
Patterson Road are being built with sustainability in mind by incorporating features such as high-efficiency HVAC systems, low-emission materials and electric-vehiclecharging stations. The city’s permitting department continues to support projects that aim for LEED or Energy Star certification, and utility providers such as Xcel Energy and Grand Valley Power offer rebates and incentives to encourage energy-saving upgrades.
In 2022, the City of Grand Junction adopted the 2021 International Energy Conservation Code (IECC), one of the most advanced sets of energy-efficiency standards in the country. These changes support the city’s climate goals while helping residents and businesses reduce long-term operating costs.
Looking Ahead
Grand Junction is at a pivotal point in its development. With its natural beauty, strong sense of community and commitment to sustainability, the city is poised to become a model for thoughtful growth in mid-sized Western municipalities. Projects like the Riverfront at Las Colonias, Horizon Drive improvements and expansion of the downtown business district all signal a future where development is guided by principles of environmental responsibility, economic vitality and quality of life.
As residents, business leaders and developers, we all have a role to play in shaping the future of Grand Junction. F
projects and walkable neighborhoods.
Commercial developers are also taking note. Medical and office buildings near Community Hospital and along
Kevin Bray is director of development for Bray & Co. Real Estate Development.
Craig Hall
State’s unfunded mandates leave local taxpayers holding the bill
Mesa County is proud of how we’ve managed our local budget. We’ve kept spending in check, rebuilt our reserves since the Great Recession and honored the Taxpayer’s Bill of Rights (TABOR) by refunding tens of millions of dollars back to the people who earned it.
Just last December, we returned $11.5 million to Mesa County taxpayers. A few years earlier, it was $12 million. That’s money staying right here in our local economy, funding family businesses, school clothes and food on the table instead of disappearing into bigger bureaucracies.
When the property tax crisis hit last year, Mesa County was also one of the few local governments in Colorado that actually lowered its mill levy, deliberately reducing taxes for our residents at a time when they needed relief most. That’s a concrete example of how we put taxpayers first and honor the spirit of TABOR, while still balancing our budget and funding essential services.
But even as we work diligently to protect your dollars, there’s a troubling dynamic unfolding that every taxpayer in Colorado should understand. Local governments across our state, from Mesa County to the Eastern Plains, are being forced to shoulder more and more costs from mandates dreamed up in Denver, while the state quietly walks away from the bill.
During just the past two years, Mesa County identified nearly $10 million annually in unfunded mandates from the state. That’s money redirected from public safety, roads and essential community services.
It’s like the state government going out for a lavish dinner, ordering everything on the menu, and then slipping out the back door, leaving counties and local taxpayers stuck picking up the tab.
And these costs keep piling up. Each new layer of rule making and regulation becomes another invoice sent straight to local communities.
The most glaring example right now is Rule 31, which imposes sweeping new methane rules on landfills. Mesa County already complies with rigorous federal standards on methane. Yet this new state rule would force us to spend $9 million up front, plus another $1 million every single year after, to fix a problem we’ve already solved. Only the state could figure out how to “fix” what’s already fixed — and still send you the invoice.
It’s the same story with the sudden law requiring all landfills to install new liners, forcing us to shell out $2 million on infrastructure we didn’t even need.
When I took office 2 1/2 years ago, nearly every county department shared its frustration: State mandates were squeezing budgets so tightly there was little room left to plan for tomorrow. And it’s not just Mesa County. A population-based estimate shows unfunded mandates cost Colorado’s 64 counties roughly $361 million every year, money drained from fixing roads, hiring deputies or upgrading vital infrastructure.
Every taxpayer is paying a hidden tax. It doesn’t show up on a ballot, but it hits your community directly. When the state hands down new rules without paying for them, local dollars get pulled away from the services you count on. Over time, this is how local budgets shrink while the state’s wish list keeps growing. And when the state spends freely but refuses to fund what it demands, it’s more than unfair, it’s unsustainable.
At its core, Colorado’s Taxpayer’s Bill of Rights was meant to do one thing: put taxpayers in charge of government growth. It protects your wallet by requiring voter approval for tax increases and keeping government spending in check. In Mesa County, we still believe budgets should balance, and taxpayers aren’t an endless ATM. That’s why we proudly operate under TABOR, returning excess revenues directly to you.
But the unfunded mandates coming out of Denver violate the very spirit of TABOR. They bypass voters entirely, forcing local governments to pay for new laws and regulations without ever asking the people who foot the bill. Local taxpayers expect
— and deserve — a say before paying higher costs.
When the state hands down expensive requirements without funding or local approval, it’s nothing but an end-run around taxpayer consent. It undercuts the promise of TABOR and erodes trust in the system.
The good news: Mesa County is pushing back. We’ve joined other counties to fight overreaching rules like Rule 31, and we’re tracking every unfunded dollar, so taxpayers see exactly how their money is being diverted.
On July 29 at our public hearing, our Mesa County Commissioners board formally approved and sent a joint letter to Gov. Jared Polis, Senate President James Coleman, and House Speaker Julie McCluskie, urging immediate action to address the growing burden of unfunded mandates imposed by the State of Colorado on local governments.
The letter draws attention to the growing number of laws and regulations being passed without adequate funding, which ultimately forces counties to divert taxpayer dollars away from essential services such as roads, public safety and public health services.
Colorado needs a reset. The state must return to what government was intended to do: Get back to the basics and fund what it mandates, prioritize core services and respect the local taxpayer who ultimately shoulders every cost.
Until then, counties like Mesa will keep doing the heavy lifting, watching every dime and standing up for local residents, because your tax dollars shouldn’t bankroll state overreach. They should build the community you live in.
The Colorado Legislature has a moral and practical duty to face the true local costs of the laws they pass. Too often, fiscal notes ignore the impact on counties and cities, leaving local taxpayers to pick up the tab with no honest accounting or support. That’s not just sloppy policy, it’s flat-out unfair.
It’s time for the state to produce real, transparent fiscal notes that show exactly what new mandates will cost local communities. And when a law sticks counties with millions in expenses, the state has two choices: Fund it or fix it. Anything less is simply wrong, and local taxpayers shouldn’t have to pay for it.
Colorado can do better. And together — by insisting on accountability, smarter priorities and respect for the people footing the bill — we will.
Residents can learn more about Mesa County’s Fix It or Fund It initiative at mesacounty.us. F
Bobbie Daniel is a Mesa County Commissioner, representing District 2.
Bobbie Daniel
n Hawley promoted at Alpine Bank Wealth Management
Alpine Bank Wealth Management announced Jennifer Hawley has been promoted to vice president and trust officer.
With more than 15 years of experience in human resources, retirement planning, and financial planning and advising, Hawley is a trusted resource for clients at every stage of life, each with their own unique financial planning circumstance. She joined Alpine Bank Wealth Management in 2019, operating out of Alpine Bank’s downtown Grand Junction location.
“Her dedication to our clients and our department has played a significant role in our success,” ABWM President Darla Daniel said. “This promotion reflects our deep respect and gratitude for her efforts and leadership.”
Hawley has a bachelor’s degree from Mesa State College (now Colorado Mesa University) and earned a Certified Retirement Plan Professional designation in 2023. She is currently working on the Certified Trust and Fiduciary Advisor designation. Prior to joining the wealth management team, she served in the nonprofit sector, focusing on human resources and employee benefits.
To learn more about Hawley and Alpine Bank Wealth Management, visit alpinebank. com/wealth-management.
n Rice, Vessey take on new roles with Coldwell Banker
Coldwell Banker Distinctive Properties announced Leah Rice is the new managing director for its Grand Junction and Montrose offices, while Natalie Vessey has joined Coldwell Banker Commercial Prime Properties as operations manager for property management.
According to a news release from Coldwell Banker, Rice brings more than 10 years of real estate expertise to the Grand Valley market, and her results-driven approach, strong financial acumen and exceptional leadership make her an ideal fit for her new position. In her new role, she will be responsible for the overall leadership, strategic planning and operational performance of both offices.
Rice has been a Fruita resident for nearly two decades, and her family found their “home” there after a week-long mountain biking trip, prompting a move from California just six weeks later.
Vessey brings more than 15 years of experience in property management and retail marketing to her new role. According to the news release, she has a proven track record of increasing tenant sales and driving community engagement. A licensed real estate
professional and collaborative leader, Vessey cultivates strong partnerships with city officials, retailers and local organizations.
Prior to her current role, Vessey served as senior real estate manager with CBRE Group. She also was a general manager with Developers Diversified Realty and General Growth Properties, where she oversaw shopping centers across Colorado’s Front Range and Summit County, ranging from community strip malls to super-regional malls.
n Sunroc Corporation becomes Suncore Construction & Materials
Sunroc Corporation, which acquired Grand Junction-based M.A. Concrete Construction Inc. in November, announced July 30 that the company will now operate as Suncore Construction & Materials, Inc.
While it has a new name and new look, Suncore remains an industry partner and supplier of high-quality construction materials and services. Suncore’s rebrand marks a new chapter built on an 80-year legacy and eliminates current legal barriers that prevent the Sunroc name from being used everywhere it operates.
“Our new identity as Suncore positions us to build a future without limits,” Suncore President Mark Elder said. “Our world-class operations and quality products will not change. This simply allows us to operate under one name in our existing markets as we expand into new markets.”
Suncore’s new name will roll out over the next several months, reaching customers and partners across Utah, Idaho, Colorado, Arizona, Wyoming, Nevada and additional markets as Suncore continues to expand. For more information, visit suncore.build.
n Speaker will address inspiring next-generation workforce
The Business Incubator Center in partnership with Mesa County School District 51, D51 Foundation and Colorado Mesa University arranged for Mark C. Perna to speak Aug. 25 at 5 p.m. in the Grand Junction High School Auditorium, 1400 N. Fifth St.
A nationally acclaimed speaker, Perna’s keynote is titled “The Power of Purpose: Inspiring the Next Generation Workforce.” Perna is a renowned author and generational expert who has dedicated his career to unleashing passion, purpose and performance in our younger generations. He will cover insights and best practices to help you motivate, equip and retain our younger generation and see them in a new light.
“Mark’s keynote will speak to anyone who aims to engage, motivate and inject purpose into this upcoming generation as they enter school and the workforce,” said Angela Christensen, D51 Foundation executive director. “We believe this will recharge the passion for anyone who is called to make a difference in the lives of our younger generation.”
Tickets cost $10 and can be purchased online at Zeffy.com. All ticket proceeds will benefit the D51 Foundation.
For more information about Perna, go to www.markcperna.com.
