uring the July 16 Grand Junction City Council meeting, local emergency medical technician Andrea Barber delivered a public comment warning that the newly built Grand Junction Fire Station 7, set to open across from Appleton Elementary, may be unstaffed despite voters approving a tax measure in 2019 that promised full staffing for new fire stations.
“There’s currently no solid plan in place to staff Station 7, nor to recruit for a fire academy next spring due to lack of funding,” Barber told the council. “This is a promise that was made to taxpayers, and it’s a promise I implore this council to find a way to keep.”
Station 7 is the third and final fire station funded by Ballot Measure 2B, also known as the First Responders Tax Act, which was approved by voters in April 2019. The measure increased sales and use taxes by 0.5 percent to provide “dedicated funding for fire, police, and emergency medical services.” The revenue from 2B was split between the Grand Junction fire and police departments, supporting not only firefighter staffing and infrastructure, but also police officers, civilian staff, dispatch operations, vehicles and equipment.
See FIRE on Page 4
The zip line, built by Bonsai Design, which operates it under its trade name, Riverfront Zip Adventures, has been locked up and out of service since it shut down partway through 2024. As of July 18, 2025, the Riverfront Zip Adventures bookings page reads: “We are closed for the remainder of the season and we hope to see you next year.”
Photo by Brandon Leuallen.
Despite a financial-incentive agreement with the City of Grand Junction, the Bonsai Design zip line now stands unused, closed to the public, overlooking the Colorado River.
Getting zip from Bonsai
Failing to meet its obligation, owner of zip line has not operated riverfront feature in 2025
Brandon Leuallen
The Business Times
The Las Colonias Riverfront Zip Adventures zip line, which was launched after initial delays in August 2023, then shut down partway through 2024, remains inactive in 2025.
As an anchor business for the $30 million Riverfront development, Bonsai Design, a company that designs aerial-adventure courses and owns the zip line, secured $1.69 million in taxpayer-funded incentives, including payment of development fees, impact fees, landlease discounts, property-tax breaks and grant support. Bonsai also was entrusted with operating the zip line, adding jobs and recruiting other outdoor businesses to fill the park.
The online bookings page for the zip line states: “We are closed for the remainder of 2024. Thanks for a great season and we hope to see you next year!”
On the zip line’s main website, riverfrontzip.com, it reads: “We’re not open for the 2025 Season yet, please check back later!”
Now, nearly two years after the zip line’s opening, Bonsai is not operating it, despite its inclusion as part of its incentive package with the City of Grand Junction and the Grand Junction Economic Partnership.
According to the original agreement that was updated in 2021, Bonsai’s obligations included:
• Building and operating a zip line (at a retail construction cost of no less than $600,000) across the Colorado River at Las Colonias Park.
• Creating a minimum of 15 new jobs.
• Recruiting outdoor recreation manufacturing businesses to the park.
• Maintaining its headquarters at the site for a minimum of 10 years.
In return, the city and its partners awarded Bonsai:
• $42,000 in property tax rebates.
• $1,000,000 to defray building costs.
• $500,000 in a discounted lease rate on city-owned property.
• $78,844 in rebates on building permits and development fees.
• $75,000 in a state of Colorado cash grant.
If Bonsai discontinues operation, the city can purchase the zip line
According to the cooperative agreement between the City of Grand Junction and Bonsai Design LLC, “The full value of the incentive package, including land-use breaks and tax reimbursements, was $1,695,844, according to the contract. In the event BONSAI discontinues operation of the Zip Line improvements for more than one (1) year during the Vesting Period, the CITY shall have the option to purchase the Zip Line Improvements at their replacement fair market value as determined by appraisal.”
Bonsai designed the zip line and much more at Las Colonias Park
In a 2017 announcement, GJEP celebrated the deal with Bonsai Design as a catalyst for turning Las Colonias into a magnet for outdoor-recreation companies.
“With Bonsai at the center of the Las Colonias Park business development, Grand Junction is poised to become a magnet for outdoor manufacturers and recreation entrepreneurs,” the news release read.
See ZIP LINE on Page 12
Photo by Brandon Leuallen.
New fire station may open without staff
Interim fire chief says department is working toward solution, but costs have outpaced projections, despite tax-measure funding
Contunued from Page 1
Language from the original ballot measure explicitly said funds would “equip and staff new fire stations” and hire and train public safety personnel. Council unanimously adopted a resolution in 2019 endorsing 2B, saying its passage is “vital to the health, safety, and welfare of the citizens of Grand Junction.”
“We built three stations. We staffed two of them,” Barber said. “While we should be proud of that, we would be remiss to stop short of the goal.”
Rising Costs and Delays
Interim Fire Chief Gus Hendricks, who has been with the Grand Junction Fire Department since 1999 and took over as interim chief in December 2024, acknowledged the concern and said the department is actively working on a solution.
“We recognize the commitment to the community and to keeping both our employees and the public safe,” he said. “It’s definitely a priority and a challenge.”
Hendricks added, “When we developed the projections
in 2019, we estimated costs for both capital and personnel, but we’ve had some unprecedented increases, through COVID and other factors, that significantly raised the cost of construction and salaries.”
According to Hendricks, Station 7, which is modeled after previous station builds, ended up costing nearly $2 million more than expected.
“Just in our last two stations, we saw a $2 million increase for an identical build,” he said.
Originally scheduled for completion in 2022, Station 7 faced delays and is now under what’s called “substantial completion.” Hendricks said the department is working to obtain its certificate of occupancy by the end of July.
Staffing Shortfall and Budget Challenges
Though the building is nearly complete, the staffing needed to operate it remains unfunded.
“We do not currently have the personnel to open the station,” Hendricks said.
See FIRE on Page 12
WILDLAND FIRE SUPPORT CONTINUES
While the Grand Junction Fire Department navigates staffing and budget constraints locally, the department continues to support national wildfire response. The following is the full statement released by the Grand Junction Fire Department:
GJFD
Wildland Deployment Update
“Just before the Turner Gulch Fire ignited, the Grand Junction Fire Department deployed a wildland team to California on a severity assignment in the Plumas National Forest. The crew, consisting of an Engine Boss, crew and a Type 3 engine, was tasked with providing initial attack capabilities for any new fire starts on U.S. Forest Service land.
“When the Turner Gulch Fire began, we began coordinating a crew swap to bring our personnel back home to support firefighting efforts here. After completing their 14-day deployment, our team returned yesterday. Our Type 6 engine remains in California and will be restaffed by a new crew, a practice that avoids unnecessary equipment transport while maintaining operational readiness.
“At this time, all local wildland assignments related to the Turner Gulch Fire are fully staffed. Meanwhile, fire conditions in California remain severe, and a new GJFD crew will soon redeploy to continue supporting suppression efforts in Plumas National Forest. The Grand Junction Fire Department is reimbursed for personnel and equipment costs when we deploy.
“We are also actively managing our local wildland response capacity. Limited availability of Engine Boss-qualified personnel, including two currently out due to injury, means careful coordination is essential to meet both local and national demands.
“We’re proud to serve not just our community, but the broader region. Just as other departments have answered the call to help here in Mesa County, we remain committed to supporting wildfire operations across the country when needed.”
Fire Station 7, Grand Junction’s first fire station north of Interstate 70, is just weeks away from receiving its certificate of occupancy, but it currently lacks the funding needed to be fully staffed. Photo by Brandon Leuallen.
GJFD Wildland Team on a previous deployment to the Basin Fire in California. Photo provided by GJ Fire Department.
Clothes to do life in
Grand Junction met the criteria for Williams Mercantile’s owner to leave Indiana and open a second
Tim Harty The Business Times
A customer was looking at a woman’s top on display at Williams Mercantile on a Friday afternoon when Stephanie Williams spoke up. She sensed what the customer was thinking, because Williams was wearing the same top.
“It looks better wearing it than it does on the rack,” Williams said while pointing at the top she was wearing.
The customer ended up buying the top.
It doesn’t hurt to have a store owner who wears what she sells, making her at times a living, breathing mannequin. Williams believes it helped in the aforementioned instance, because the customer could see
store
how it fit and covered Williams.
Williams Mercantile is a small, family-owned store that sells casuallifestyle apparel and products, and it’s new to Grand Junction’s downtown. Williams opened it June 23 at 535 Main St., making it her second Williams Mercantile store.
The original store resides in Indiana in a town of about 13,000 people: Bedford. And if you check out both stores online and can’t tell the difference, then Williams achieved what she set out to do.
“I wanted to create the same feeling in here as we have in our Indiana store,” she said. “And so far, my customers have said, ‘Wow, I can hardly tell that it’s even different.’ That’s the goal, right?”
See WILLIAMS on Page 9
Williams Mercantile owner Stephanie Williams stands next to two chairs that were mounted on the wall to display clothing in her new casual-lifestyle store in downtown Grand Junction. She is wearing a top and jeans that are sold in the store. Photo by Tim Harty.
Adding some Puerto Rican pizzazz
Aspen Street Coffee’s new owners are keeping old favorites and adding some Puerto Rican coffee and food to the Fruita locale
Tim Harty The Business Times
At a crossroads that required a decision between moving to Puerto Rico or staying in Fruita, John and Jaime Ortiz chose Fruita.
That’s why they purchased Aspen Street Coffee Co., 136 E. Aspen Ave. in Fruita, in mid-June. They’ll remain in the town where Jaime went to high school and has been working at Mane Attraction Salon, 126 E. Aspen Ave., just a few doors down from the coffee shop that has been her go-to for coffee in the morning.
That means they said no to moving to John’s native Puerto Rico, but they figured out a way to make Aspen Street Coffee feel a little more like home for him:
• The coffee shop will add coffee beans from Puerto Rico to the varieties they already roast and serve from Brazil, Colombia, Ethiopia and Guatemala.
• And a few Puerto Rican items, sweet and savory, will be added to the food menu.
For a sweet pastry, Jaime will steer you to the quesito, which literally means “little cheese” and at Aspen Street Coffee is a “sweet vanilla cream cheese puff pastry.”
“They’re so good,” Jaime said. “They’re my favorite Puerto Rican pastry.”
For the savory, the Ortizes promised a surprise is coming in early August, but they provided no details other than it will be “a savory Puerto Rican lunch option.”
Keep in mind these are additions to the menu. All of the things that Aspen Street Coffee patrons loved under the previous owners, Sean and Catherine Schafer, remain.
John said he and Jaime will sprinkle in new items little by little, and they won’t rush it.
“We want to bring top-notch stuff, so we’re really taking our time, making sure that is something that people will love and enjoy,” he said.
At the same time, Jaime added, “We don’t want to scare any of our regulars, Aspen Street fans, away. We’re gonna keep all of their favorites on the menu. We’re not looking to like dismantle it and build something brand new.”
Aspen Street Coffee’s husband-and-wife co-owners, John and Jaime Ortiz, sit at a table outside their downtown Fruita coffee shop, which they bought in mid-June. They expressed gratitude for the support they’ve received from the community, and they invite new customers to check out Aspen Street Coffee. “We’re right in the middle of this downtown street, and it’s a place where families can come, people can come by themselves, couples can come here. We want it to just be the perfect place for anyone in Fruita,” Jaime said. Photo by Tim Harty
Another thing that remains the same is the staff. John said the prior employees stayed, and he’s grateful they did.
“They have been amazing. I have been nothing but impressed every day by how they operate,” he said. “And their work ethic … it’s been a big help for me, because I can’t imagine going in, not knowing half of the stuff they know.”
John is new to working at a coffee shop, but he’s experienced as a business owner, as he and Jaime owned and operated JDog Junk Removal & Hauling in Fort Worth, TX, for six years. The JDog franchise employs military veterans, which was one of the draws to the business for John, who left Puerto Rico after 9/11 to join the U.S. Army and was part of Operation Iraqi Freedom.
After the military, John worked in oil fields, and that ultimately brought him to Colorado, and that’s how he met Jaime one night at Naggy McGee’s Irish Pub in Grand Junction in 2011.
They eventually got married and moved to Fort Worth for the JDog opportunity, but six years in Texas was enough for them.
John quipped, “Nothing will make you want to come back to Fruita more than being in Texas for six years.”
He said he has nothing against Texas, but the heat and humidity there are a lot rougher than what Colorado’s Western Slope sees. Also the business struggled when the COVID pandemic struck.
“With COVID and everything that happened, it was tough to keep it going,” John said. “It kind of kicked our butt.”
Jaime added, “We just didn’t love Texas. I’m a Colorado girl. I love Colorado.”
So, they sold the junk-removal business in 2022 and came back to the Grand Valley. Three years later, while pondering their future, the idea of moving to Puerto Rico was intriguing.
But Fruita prevailed, in part because of climate again. And once the Ortizes committed to staying put, they seized on the opportunity to buy Aspen Street Coffee.
“I used to come to Aspen Street Coffee when I was in high school, from the first owner,” Jaime said. “And I always loved it and the character that it has inside.”
See ASPEN STREET COFFEE on Page 11
Taste the Spirit of the Harvest
Trusted Tax & Accounting Advisors
Palisade Launches Exclusive Peaches & Spirits Agricultural Tour During Peach Festival Weekend
This August, visitors to Colorado’s Fruit & Wine Country can experience the Palisade Peach Festival in a whole new way with the launch of the Peaches & Spirits Agricultural Tour — a behind-the-scenes adventure through orchards, distilleries, and vineyards that showcases the region’s rich agricultural heritage and creative spirit.
Taking place Saturday, August 16 from 10am - 4pm, this exclusive tour is designed for travelers who crave immersive, flavorful experiences. It’s the perfect day trip for agritourism enthusiasts, food lovers, and those curious about the craft behind Colorado-grown wines and spirits.
TOUR HIGHLIGHTS INCLUDE:
• Pick-your-own peach & orchard carriage tour — kick off the day with the sweetness of the season, straight from the tree.
• Tastings at two award-winning distilleries, where guests will sip small-batch spirits and meet the makers shaping Colorado’s craft scene.
• A stop at a spirited winery, known for their innovative wines, including sherry-style whites and bourbon barrel-aged reds.
• A farm-to-table lunch experience under the vines, thoughtfully paired with bold, barrel-aged wines.
• A chance to learn about sustainable farming in the high desert, from regenerative practices to the unique challenges of growing fruit in Palisade’s cooler climate.
“This tour is a celebration of what makes Palisade so special,” said
Jessica Burford, President & CEO of the Palisade Chamber of Commerce.
“It’s not just about tasting something delicious — it’s about connecting visitors to the land, the people, and the passion behind what we grow and craft here.”
The tour includes round-trip transportation, tastings, lunch, and refreshments. Guests also receive a free weekend pass to the Palisade Peach Festival with their ticket — a $25 value. With limited capacity and only one tour date during the festival weekend, advance registration is highly recommended.
Tickets and details are available at palisadepeachfest.com
For more information, contact palisadepeachfestival@palisadecoc. com or palisadepeachfest.com
City Council shifts focus to core services in new strategic plan
The Grand Junction City Council, including newly elected members, has begun working on its updated Strategic Plan, shifting its focus to core services.
The plan serves as the foundation for shaping the city’s budget and priorities and is intended to reflect council and community goals.
In a July 12 meeting, held in a room overlooking Stocker Stadium, the workshop allowed council members to identify top priorities using color-coded sticky notes and green voting dots. The exercise focused on identifying areas for staff to later develop into actionable goals.
Boards from the session revealed that core city services – including utilities, streets, parks and recreation, and public safety – are central to the council’s vision. Council emphasized government efficiency, including partnerships, intergovernmental cooperation and staff support. Housing remains a key concern. Notes also highlighted the need for improved community engagement and responsive governance. A separate board focused on budget responsibility and long-term financial planning.
The strategic plan informs the city’s budget. According to the city’s Annual Budget & Budget Development page:
“The City’s annual budget is adopted by City Council for a one-year period beginning January 1 through December 31 of each year. The budget is developed by staff based on the City Council’s and Community’s strategic initiatives as established by the City Council Strategic Plan as well as the One Grand Junction Comprehensive Plan. The Strategic Plan is updated and re-adopted every two years and the Comprehensive Plan is a culmination of a multiple-year process engaging the community in cooperatively producing a ‘blueprint’ for the City. The foundation of the Comprehensive Plan is the community’s vision for its future.”
Mayor Cody Kennedy highlighted a change in focus compared to the previous strategic plan in a public post, saying:
“This year marks a dramatic shift. Our discussions centered on core services, public safety, maintaining streets and infrastructure, government efficiency, transparent and representative government, housing affordability, and city fiscal policy.”
Finishing off the post, Kennedy highlighted the next step:
“The process isn’t finished yet. Our staff and consultants will be working on condensing the feedback they received, and meeting with city staff to refine details and put together the document that will guide the city for the next two years. Once that final strategic plan is complete, I’ll make sure to share it with you here.”
Cody Kennedy
Continued from Page 5
But she’s going to have to make a change when referring to the Indiana store. She caught herself calling it the “home” store, but that is no longer the case. Williams is already in Grand Junction, and soon her family – husband and three of her five kids; two have left the nest – will join her. The Grand Junction store has claimed the title of “home.”
Now that Williams has found a large enough place to rent, she also can stop sleeping in a rooftop tent atop her 12-passenger travel van.
That tent and van, though, speak to a key reason Williams Mercantile is now in Grand Junction. Williams said she and her husband were looking to head West, and the search for a city to put Store No. 2 ended with Grand Junction getting selected.
It checked off the most boxes.
“Doors just really kind of hadn’t opened until we really started looking this year at different towns,” she said. “It made sense for both the family and the business, and Grand Junction was the town that had the biggest crossover: Opportunity for the store with a beautiful downtown storefront; opportunity for my kids in good schools; access to the outdoors.”
The importance of the third criterion comes with this explanation from Williams: “We’ve traveled a lot of the country, coast to coast, with our kids, camping, road tripping, and national parks. We’ve visited 27 national parks. We love a good national park.”
term commitment that the landlord preferred.
But the dashed dream appears to be the better outcome. Her commercial real estate broker in Grand Junction, Sid Squirrel, had another possibility become available when Crescent Moon Spiritual Goods vacated 535 Main St. to grab the larger space at 537 Main St. when Loki Gear moved back to Colorado Ave. in the spring.
Williams recalled Squirrel saying, “‘Hold on, OK, I think I got something else. It’s smaller. Would that be OK?”
“It’s got to be travel friendly and ball game friendly and washable and, you know, wearable and has to have multiple uses, multiple ways to wear, multiple ways to style.”
— Stephanie Williams, Owner of Williams Mercantile
It doesn’t require a very long look at a map to realize the hub Grand Junction is, and Williams expects her family will seize the abundant opportunities that are within a few-hours drive.
She also mentioned her second daughter is a student at the University of Colorado-Boulder, and Daughter No. 2 has no intention of leaving Colorado. So, if mama wants to see her, Grand Junction’s a much shorter trip than Indiana to Boulder and will allow more frequent visits.
“She has absolutely loved it here,” Williams said of her CU student, “so she’s been a cheerleader for her siblings to be like, ‘You’re going to love it out here if we get out here.’”
The draw of the West didn’t start with a vision of a second store. Williams at first thought, “Maybe I’ll need to land some big job to get out here. And then I decided, ‘No, maybe I just need to open a second store to get out here,’ so that’s what we’re doing.”
Getting the current location was another story, and the condensed version is Williams thought she had a spot lined up, but lost it because she wasn’t willing to make the longer-
She told him that would be fine, and Squirrel sent her photos to review, and Williams saw Store No. 2 come into focus, especially when she noticed the small, open space. It was similar to the size of the Indiana store, and it wasn’t going to require renovation.
“This one is, like, move-in ready and gorgeous,” she said. “And because it’s a little bit smaller, it made it even more, like, ‘safe.’ … Financially, it made it even more safe to go for, because it’s a little lower rent than what I was looking at committing to.
“And so this little chain of events really was just the right timing, and that made us feel like we’ve got to go for it.
... This space felt really right for me.”
What customers will find in the store is a small selection of casual clothes that combine function and style.
“I mean, I’m a mom of five. I live my life. I love to travel. I love to be at ball games. I love to look cute,” Williams said. “And the store ends up just being a reflection of my everyday life and my family’s life.”
Williams made it a point to say her store is not a boutique. That term is limiting, and her store will have “the freedom to carry whatever.”
And “whatever” is “just really wanting to represent everyday styles for everyday life, just what we’re wearing all the time, not just on special occasions or not just for events,” she said. “This is just for what we’re gonna go do life in all the time.”
She then listed the criteria for her to carry an article of clothing: “It’s got to be travel friendly and ball game friendly and washable and, you know, wearable and has to have multiple uses, multiple ways to wear, multiple ways to style.”
Because she keeps the inventory small, Williams also is rotating in new items frequently.
“We keep it limited enough that every two to three weeks, it’s gonna look hopefully like a new store,” she said. “I mean, every week or two, we’re getting new product.”
THIS IS COOL!
If we at The Business Times see something business-related that we think is cool, we just might take a photo of it and run it in our newspaper. Why? Just because it’s cool. And it’s our prerogative.
Now THAT’S a poker table!
Legacy Furniture co-owner and woodworker Hazen Hackett recently made this poker table for a customer. Yes, there are two pistols set in the epoxy. So, no, you can’t grab one and use it if you think your buddy is cheating. Also set in the epoxy are a hunting knife, poker chips, liquor bottles and a sheriff’s badge. The poker table isn’t in the showroom anymore, but Hackett always has cool stuff on display at Legacy Furniture, 1048 Independent Ave., Unit A-106, in a commercial building east of Sam’s Club. Photo by Tim Harty.
Aspen Street Coffee
Continued from Page 6
John said he and Jaime love the coffee shops in Fruita, and he has a desire to share his Puerto Rican heritage through coffee and food at Aspen Street Coffee.
“I always wanted to do something that shows people, helps people learn more about Puerto Rico,” he said. “And this will be a great avenue, like, bring in their coffee, bring
The Girl From Fruita Can Cook
in some of their pastries, some of their food.”
John knows how Jaime embraced Puerto Rican coffee and food, and he thinks more people who are exposed to it will have a similar experience.
“I feel like people will really love that,” he said. “People will want that, you know?”
MORE ABOUT ASPEN STREET COFFEE’S NEW OWNERS
Jaime Ortiz became a big fan of the quesito, a Puerto Rican pastry, and because her husband, John Ortiz, loves them, she wanted to be able to make an acceptable quesito for him at home.
She soared past acceptable.
“About 10 years ago, I learned how to make them and surprised him when he got home from work with them. And he ate, like, five in one sitting the first time,” Jaime said.
Her quesitos now grace the pastry case at Aspen Street Coffee Co., which she and John bought in mid-June.
The coffee shop is only a part-time gig for Jaime, whose full-time work is at Mane Attraction Salon in the same block of East Aspen Avenue in Fruita as Aspen Street Coffee. Meanwhile, running the coffee shop is John’s full-time job.
Jaime learned to make other Puerto Rican foods in addition to quesitos, and John smiled wide before sharing the following:
“What’s funny about this is that I’m kinda the one doing the operation – well, the Puerto Rican of this operation – but my wife, the girl from Fruita, is the one coming up with the recipes, which is crazy. But she learned our cuisine, and she has, like, mastered it. So, our comfort food now is Puerto Rican food.”
Jaime described Puerto Rican food as: “It isn’t spicy or anything. It’s just really flavorful, and it has a big Spanish/Portuguese influence, as well as a little bit of an African influence and a little bit of their native Taino Indian influence, which is really neat, like the mashup of those four cultures.
“Their food is just very savory, full of flavor, seasonings. Their pastries are just really good and
delicate. So, it’s a fun addition to Fruita.”
Jaime said there’s no place for John to go in Fruita for Puerto Rican food, so she wanted to be able to provide it at home.
“Whenever he feels homesick or his family comes to visit and stuff, I’ve just learned over the last 14 years how to cook some of their food, and it’s great,” she said. “And I feel like it’s important for our kids to experience part of, you know, his culture. They’re immersed in mine every day. But at home, you know, food is a big part of culture. No matter where you’re from or where you live.”
This Is Why They Love Fruita
The Ortizes are thrilled with and grateful for the reception they’ve received from Aspen Street Coffee customers during their first month as owners.
“I mean, already we’re taken aback by how much support we’ve had over the last month from people I went to school with, or people we’ve previously worked with that are coming in and seeing us,” Jaime said.
John described the support – “the amount of congratulations and like actual smiles, people shaking your hand, being happy for you and excited for you” – as “mind blowing.”
Jaime responded to her husband’s comment with: “That’s why we love Fruita.”
Aspen Street Coffee co-owner Jaime Ortiz holds a quesito, a Puerto Rican pastry that the coffee shop bakes and serves daily. Photo by Tim Harty.
Zip Line Fire
Continued from Page 2
An Aug. 15, 2023, article in The Daily Sentinel, titled “Zipline at Las Colonias Officially Open,” said: “Bonsai co-owner Thaddeus Shrader, who operates the company with his wife, Sarah, said the zipline was the culmination of years of work to improve Grand Junction’s riverfront, including building Las Colonias Park.
“‘We were allowed to, with the assistance of the city, basically design the Las Colonias Park with the agreement that we would stay here, and act as the masthead, and really pull people down toward the river, and work with GJEP year in and year out to invite businesses to move to Grand Junction and bring their families and their employees,’ Shrader said.”
Response from Riverfront Zip Adventures and the City
When asked if Bonsai Design, which
uses the trade name Riverfront Zip Adventures, is attempting to back out of operating the zip line, the city of Grand Junction issued a statement:
“The zip line at Las Colonias Park is operated by Riverfront Zip Adventures. The City is aware that it is not currently open or running and has been in contact with the company. We recommend that you contact the owner and operator for additional information.”
The Business Times reached out to Riverfront Zip Adventures for comment through the company’s voicemail system and received no reply as of the publishing of this article.
If The Business Times gets an interview or receives correspondence from Riverfront Zip Adventures, it will report about it in an upcoming edition. F
Continued from Page 4
“We’ve looked at models to staff it with existing crews, but doing that would take away from the more active parts of the city.”
Fully staffing Station 7 will require hiring 21 new firefighters at an estimated cost of $1.6 million annually. A 20-week fire academy will be required to prepare them, with an additional one-time cost of approximately $535,000 for training, uniforms, protective equipment and supplies.
Hendricks said the academy serves the entire fire department, not just for expansion.
“We’ve held at least one academy every year since 2003, except for two years,” he said. “It’s not just for new stations; it’s how we maintain our staffing across all seven stations.”
Most recently the department graduated 13 recruits on July 3, but those hires were to replace retirements, not to expand for Station 7.
More than 60 percent of the city’s combined general fund and First Responder Tax revenue is already directed toward public safety, including fire, police, and emergency communications, according to Hendricks.
City Wide Budget is being developed
With sales tax revenues slightly down, the city is working through its budget process for the next fiscal year. City Council is in the process of updating its two-year strategic plan, which helps guide budget priorities.
Following a recent workshop, Grand Junction Mayor Cody Kennedy and other council members highlighted that the plan emphasized a focus on core services along with an emphasis on efficiency.
Interim Coverage and Long-Term Outlook
Until permanent staffing is secured, response to the Appleton area will continue to come from Stations 3 and 5, which are located on Patterson Road and in the Redlands, respectively.
“When Station 7 opens, it will relieve call volume currently being handled by two other stations,” Hendricks said. “But we have to balance that need with the rest of the city.”
The department is considering ways to temporarily assign existing personnel to the new station in a limited capacity, but Hendricks cautioned that pulling crews from busier areas could affect coverage citywide.
Hendricks acknowledged that finding new recruits is not an issue for staffing Fire Station 7. He said Grand Junction has taken steps to improve recruiting that have worked and broadened its applicant pool. Hendricks said one change that helped with recruiting is the department in 2020 removed the requirement for incoming recruits to already hold an EMT certification, instead providing that training during the academy.
“We’re hiring based on good morals, good ethics, good people,” Hendricks said. “We removed that barrier for those who want to serve but haven’t had the time or resources to get certified on their own.”
The heat is on: New OSHA Workplace Heat Standards
With apologies to Glenn Frey, the “Heat Is On” as summer is in full blast in western Colorado. On May 31, Grand Junction recorded a record high of 95 degrees. And Grand Junction hit 100 degrees twice before summer officially started this year. How does our hot weather affect employers?
Dean Harris
In July 2024, the Occupational Safety and Health Administration issued proposed regulations aimed at protecting workers from heatrelated illnesses and injuries. The new regulations impose significant measures to protect employees from extreme heat and will require considerable changes to some employers’ safety protocols.
While the new regulations were proposed last year, OSHA just completed an informal public hearing on the proposed Heat Injury and Illness Prevention in Outdoor and Indoor Work Settings rule that concluded on July 2, 2025. The rule’s future adoption is not certain. The new administration could decide to withdraw the rule, or the rule could run afoul of recent Supreme Court cases limiting federal agency actions.
But now is the time for employers to prepare for new standards, and of course, it is never wrong to further employee safety in the workplace.
For years, OSHA relied upon its General Duty Clause, which simply requires employers to maintain a workplace free from recognized hazards likely to cause death or serious harm. The new rule would impose specific heat-mitigation requirements on all employers conducting outdoor and indoor work in all general industry, construction, maritime and agriculture sectors where OSHA has jurisdiction.
This coverage is very broad but not without limits. OSHA has no jurisdiction over public employers, so the new rule would not apply to government employers. The proposed rule also exempts “sedentary” indoor workers, employees who work at indoor sites kept below 80 degrees, emergency-response activities, remote employees and short-term exposure to heat.
The proposed standard first would require covered employers to develop and implement a worksite heat injury and illness prevention plan (HIIPP) with site-specific information to evaluate and control heat hazards in their workplace. Second, the new rule would require employers to identify heat hazards at worksites.
For indoor worksites, employers would be required to identify work areas that pose risks of hazardous heat exposure and develop a monitoring plan. Further, the employer must seek employee input in developing the plan.
Monitoring the heat index is much simpler. The employer can monitor the heat index by consulting the National Weather Service website. In fact, OSHA already offers the NIOSH/OSHA Heat App for mobile devices.
The Initial Heat Trigger for employer action is reached when the heat index reaches 80 degrees or a WGBT temperature equal to the NIOSH Recommended Action Limit. Employer responses to this trigger include providing employees:
1. Cool drinking water.
2. Break areas with cooling measures.
3. Indoor work area controls.
4. Acclimatization protocols for new and returning unacclimatized employees.
5. Paid rest breaks if needed to prevent overheating.
6. Regular and effective two-way communication.
The High Heat Trigger occurs when the heat index reaches 90 degrees or a WGBT equal to the NIOSH Recommended Exposure Limit. This trigger would require employers to provide:
1. Mandatory rest breaks of 15 minutes at least every two hours (unpaid meal breaks may count as rest breaks).
2. Observation for signs and symptoms of heat-related illness.
3. A hazard alert to remind employees of key parts of the HIIPP.
4. Warning signs at indoor work areas with ambient temperatures that regularly exceed 120 degrees.
Finally, the new rule requires employers to implement heat safety training for employees and supervisors about the symptoms and dangers of heat-related illnesses and the importance of preventive measures. Also, the employer requires employers to implement acclimatization plans for new and returning workers that would include gradually increasing workloads and heat exposure time to build employees’ heat resistance.
OSHA just completed an informal public hearing on the proposed Heat Injury and Illness Prevention in Outdoor and Indoor Work Settings rule that concluded on July 2, 2025.
For outdoor sites, the employer must monitor heat conditions by tracking local heat index forecasts or measuring heat index or wet bulb globe temperature (WBGT).
The new rule would require employers to take action upon two specific heat levels as measured by the heat index or the WGBT. The heat index takes into account temperature and humidity. The WGBT is a more accurate measure of heat risk, taking into account ambient temperature, humidity, radiant heat from sunlight or artificial heat sources, and air movement. WGBT measuring devices that meet OSHA’s standards are expensive. While the rule gives employers the discretion to choose its monitoring method, it is possible that OSHA will consider the method the employer used, especially in serious investigations.
Interestingly, the Colorado Legislature this year introduced HB 25-1286 concerning protecting workers from exposure to extreme temperatures. The Colorado bill would have applied to government employers and entities that contract with five or more independent contractors in the state each year. The bill was postponed indefinitely in committee.
Employers who have not implemented measures to protect employees from heat-related illnesses and injuries should do so immediately. OSHA offers advice for working in heat environment on its heat exposure webpage, available at www.osha.gov/heatexposure.
Employers Council members may access numerous resources for managing work heat environments. Consulting and Enterprise members may speak in person with the Employers Council’s human resources professionals and employment attorneys for assistance in formulating legally defensible and practical heat-risk measures.
F
Dean Harris is Western Slope area managing attorney for the Employers Council. The Employers Council counsels, represents and trains member employers in all phases of employment relationships. Contact Harris at dharris@employerscouncil.org or (970) 852-0190.
What business building and motivated disruptions, the right If you want enjoy the two vital in your people.
Hire with Most resumes, – approaches and incomplete gamble, no isn’t just through performance.
Hiring beyond embracing insights. High-quality can reveal emotional acumen and are often role than When these kinds often experience in productivity in retention. more likely for the role, of your aligned and Empower
After The second performing Growth requires opportunity.
Work to provide
heat index offers the index reaches Action Limit.
Build a thriving business by hiring smart and growing talent
employees.
a WGBT employers meal breaks regularly training for illnesses employers to workers and heat introduced exposure to applied with five or bill was to protect should do so environment www.osha.gov/heatresources may speak employment measures.
The phases of 852-0190.
Marcus Straub
What if greater success in your business came down to one core principle: building and nurturing a team that’s aligned, motivated and empowered? Imagine fewer disruptions, improved productivity, lower turnover and a culture that inspires happiness and excellence. This isn’t just wishful thinking. It’s a strategy, and it begins with intentional team development. At the heart of a thriving company is a strong team, and behind every strong team is a leader who’s committed to selecting the right people and helping them grow. If you want to elevate your business and enjoy the process along the way, prioritize two vital elements: Hire wisely; and invest in your people.
Step One:
Hire with Insight, Not Assumption
Most hiring decisions rely heavily on resumes, gut feelings or quick interviews – approaches riddled with bias, guesswork and incomplete information. That’s a gamble, no doubt. The cost of a poor hire isn’t just financial; it creates ripple effects through team morale, productivity and performance.
Hiring intelligently means moving beyond surface-level judgments and embracing tools that provide meaningful insights. High-quality candidate assessments can reveal a person’s behavioral style, emotional intelligence, core values, business acumen and competencies. These attributes are often better predictors of success in a role than technical skills alone.
When hiring practices incorporate these kinds of assessments, businesses often experience up to a 30 percent boost in productivity and a 50 percent increase in retention. That’s because new hires are more likely to be a strong match, not only for the role, but also for the values and pace of your organization. When people feel aligned and seen, they stay, and they thrive.
Step Two:
Empower Through Development
After hiring, don’t stop at onboarding. The second pillar of building a highperforming team is ongoing development. Growth doesn’t happen by accident; it requires intention, encouragement and opportunity.
Work with a skilled coach or consultant to provide structured professional
At the heart of a thriving company is a strong team, and behind every strong team is a leader who’s committed to selecting the right people and helping them grow. If you want to elevate your business and enjoy the process along the way, prioritize two vital elements: Hire wisely; and invest in your people.
development for your team members. This isn’t just about upskilling; it’s about helping people become empowered, confident contributors who take pride in their work and bring energy to your culture.
Ask yourself: Are you creating an environment where growth is expected and supported? Are your managers being equipped to mentor and lead effectively? Empowered employees become your business’s most valuable asset – engaged, proactive and loyal.
Step Three:
Recognize, Encourage, and Elevate
Recognition may sound simple, but its effects are profound. When people are acknowledged for doing good work, their self-esteem grows, and with it, their confidence and capacity. Praise isn’t just a morale booster; it’s a signal that someone’s contribution matters. It tells them: You belong, you’re valued, and we believe in your potential.
On the flip side, unconstructive criticism, lack of follow-up, and inconsistency from leadership can dismantle trust and stifle progress. Nothing deflates a strong team faster than poor communication and unappreciated effort.
Great leaders make it a habit to reinforce strengths, provide constructive feedback and express gratitude. These actions not only improve performance, but also shape the emotional and psychological culture of your company.
What You Model, You Multiply
Your commitment to excellence and growth sets the tone. When you invest in professional guidance – for hiring, team development or leadership coaching – you model humility, growth-mindedness, and
long-term thinking. It shows your team that learning and evolving are not just permitted, they’re expected.
This is where outside help can be invaluable. A qualified consultant or coach can help you install consistent systems, uncover blind spots and develop your leadership style in powerful ways. The right partner will walk beside you, helping you cultivate a healthy, dynamic workplace where people do their best work and love doing it.
The Payoff: A Better Business, A Better Life
When your team operates at a high level, everything improves. Operations run more smoothly. Client satisfaction increases. Engagement and attendance go up. Turnover declines. And your role as the owner or leader becomes more fulfilling.
The work environment transforms into a space where people want to be, and that’s magnetic for new talent and long-term success.
Ultimately, your business is only as strong as the people within it. Choose wisely. Develop consistently. Recognize generously. Lead by example. When you do, you won’t just build a more successful business, you’ll build one that brings you and your team genuine satisfaction and purpose. F
Marcus Straub owns Life is Great Coaching in Grand Junction. His personalized coaching and consulting services help individuals, business owners, executives and companies build teams, organizations and lives filled with happiness and success. Straub is winner of the International Coach of the Year Award and author of “Is It Fun Being You?” He’s available for free consultations regarding coaching, speaking and trainings. Reach Straub at (970) 208-3150, marcus@ ligcoaching.com or through the website located at www.ligcoaching.com.
The Business Times 609 North Ave., Suite 5 Grand Junction, CO 81501 (970) 424-5133
Governor leaves Colorado’s schools in fiscal lurch
Dear Editor,
It’s difficult to square Governor Polis’s urgent pleas to Washington seriously when he’s spent the last year undermining his own state’s schools.
While he’s warning of “earthquakes” caused by federal delays, many of us are already feeling the aftershocks of his broken promises here in Colorado. While I appreciate his concern for educational programs, I can’t help but notice the glaring contradiction: The governor is battling for federal funds while simultaneously shortchanging his own state’s schools.
This year, Gov. Polis pulled the rug out from under dozens of Colorado school districts by quietly eliminating enrollment averaging, without any transition plan or phasein period. This long-standing mechanism helped districts like ours weather fluctuations in student enrollment. Without it, School District 51 alone was staring down a $9 million shortfall. Fortunately, we ended up getting some money from the state, $1.8 million. But we’re not alone. This move has sent ripple effects across the state.
While Polis stood at the podium claiming to be a “responsible steward of taxpayer dollars,” he effectively reintroduced the Budget Stabilization Factor through the back door. And while he celebrates the passage of HB 24-1448, Colorado schools remain $4.1 billion underfunded, with an average $4,600 funding gap per student. District 51 ranks 174th out of 178 districts in per-pupil funding.
The District 51 Board of Education only supported HB 24-1448 because we were explicitly promised a carve-out for hold-harmless protections and averaging. That promise was broken. So, while the governor lobbies Washington for dollars, he left his own schools in a fiscal lurch, all while the state budget has ballooned from $6 billion in 2005 to $32 billion in 2025 – a 433 percent increase, far outpacing the 28 percent growth in population. Our district’s budget has grown just 121 percent in that same time, a fraction of the state’s growth.
If Polis truly wants to prioritize education, he should start at home. It’s disingenuous to point fingers at federal delays while knowingly destabilizing local classrooms. Schools need stability, transparency and fairness – not political sleight of hand.
Gov. Polis, if you want to lead on education, prove it. Restore trust at the state level. Respect local districts.
Our teachers, our students and our taxpayers deserve better.
Andrea Haitz President,
District 51 School Board Executive Board Member, Colorado Association of School Boards
Andrea Haitz
What exactly is it you guys do over there?
It’s probably the second most asked question we get next to, “How do I, or should I, do a press release?”
For the record, there are two answers to the most-asked question are try Google and YES. You could also go to thebusinesstimes.com and search for the dozen or so times Phil Castle, my now-retired editor of over 25 years, wrote about the same topic on this very page telling readers just how to write a press release, where one should release the release along with the most important factor, when to release the release.
Oh, and then perhaps follow up the release to assure it had been received and, I don’t know, maybe have a conversation with the media outlet increasing the possibility of coverage of said press release.
Of course, much of Phil’s efforts were ignored – even more so with the growth of a new phenomenon known as, “I put it on Facebook or Linked In, so I did my job.” You’d be amazed at the number of people whose job it is to send out press releases who think that is the equivalent to fulfilling their jobs. Then again, many folks think sending mass emails and getting a few clicks is getting the job done. But we live in a age where 1,000 clicks are better than one good story. Allow me to help. It’s important to understand the media outlets one sends press releases to. And that means knowing what the outlet covers, its schedule of publishing or airtime, who the proper people to get your information to are and the appropriate channels to send the information to.
You’d be shocked by how many folks who are supposed to know this, don’t know this. Then again, you’d be shocked to know how many cover stories at The Business Times resulted from media professionals, business managers and business owners doing just that. There. Got that out of the way. And yes, you now have some insight as to what I do at The Business Times. I sort through these kinds of things all the time. Also note, I toss into the delete folder your advertisement disguised as a press release without hesitation. But back to the question at hand. Which really shouldn’t be what was asked, but rather, “Exactly how does this newspaper thing work, anyhow, Craig?”
Which is why when I landed in the Grand Valley literally inheriting a newspaper, I asked the professional who I also inherited, Phil Castle. I knew some of it instinctively. The most important instinct I brought with me from my retail days was simple: Do what’s right, not what other people want you to do to make them happy. I didn’t know the secret to success for The Business Times, but I knew the road to failure was trying to make everyone happy. I also knew in doing the right thing, I may fail. Small towns are like that. It would help if everyone understood that last point, and not just about The Business Times.
So, why are we here? We’re here to tell stories about your business and business news in the Grand Valley. We’ve been doing it for more than 30 years better than anyone else. And we’ve added another aspect to the paper, which is the coverage of in-depth community news. And just like it is with our business stories, one community story leads to another. So, we never suffer for content. Frankly, we could, and should, do more. If only we had more sales. Which brings us to my most important job at The Business Times. I sell ads. A lot of them. I also write my opinion column and most of the editorials. It’s good to be King. A few of you might think I’ve gotten pretty handy at it. And to those of you who think (or worse, demand) I must write what you want me to write, this column is for you, because it’s a case study for writing my opinion, not what makes you happy. As it should be. Actually, MUST be. Don’t like it? It’s cool. Write me.
Allow me to help on the three basics of newspaper publishing: stories, editorial and advertising. First rule – same as Ghostbusters – NEVER cross the streams. One aspect of The Business Times will never influence another. It’s always been this way, but given some coverage in the Grand Valley, I see why folks see a whole lot of blurring.
So what do we do? First off, we ask questions. Secondly, we write down answers. And third, we print it. So just know, what you say might be quoted, and always credited, to you. This is true whether it’s a business profile or a community news story or from one of your press releases. We do it that way, because it’s proper and professional. We also design the whole thing around all the ads I sell. And then, due to my current reign as owner, we find a spot for my column.
Understand this: No advertiser tells us what, or how, a story is to be written. No “community leader” tells us (especially me) what to write in editorial. And if you want your story rejected, just ask about advertising upfront to get published. I know that sounds mean. I assure you it isn’t.
It’s our, and should be your, expectation of a newspaper.
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.
New emission rules devastating for Western Colorado
Western Colorado communities cannot be legally disregarded by the State when those counties represent the very “disproportionately impacted communities” the State purportedly seeks to protect, according to a legal brief filed last week by a coalition of Northwest Colorado Counties and the West Slope Colorado Oil & Gas Association (WSCOGA).
The Colorado Air Quality Control Commission asked a Denver County District Court to dismiss the lawsuit filed by the counties and WSCOGA, which contends that new regulations targeting greenhouse gas emissions from midstream oil and gas companies fail to account for the significant negative impacts on western Colorado’s local economies, local school districts and unique pristine landscapes.
The lawsuit asserts that the rules disregard evidence, data and practical recommendations presented during the rule-making process. In addition, the commission ignored that Western Colorado’s air quality already meets and fully complies with Clean Air Act standards, and that the commission’s new overly burdensome rules will bring significant negative economic and environmental consequences, likely driving companies and the jobs they provide to states with less economically burdensome development restrictions.
The commission claims the counties — Mesa, Rio Blanco, Garfield and Delta — and WSCOGA do not have legal standing to challenge the new air quality rules.
But if not them, who?
These communities face real harm. These mandates threaten jobs, jeopardize essential local tax revenue and risk pushing our operators and their families out of Colorado. But when these communities try to defend themselves, the State says, “No, you don’t have that right.” It’s truly nonsensical.
Local schools, in particular, rely on this funding to provide educational opportunities, job training, infrastructure payments and critical resources that would otherwise be out of reach.
“These new rules put the very survival of our district in imminent jeopardy,” said Trevor Long, the superintendent of Plateau Valley School District 50. “Property taxes from a single midstream operator are responsible for 60-80 percent or our school district’s income.”
In 2022 alone, oil and gas property taxes yielded nearly $140 million for Garfield, Rio Blanco and Mesa counties, which went directly to schools, libraries, fire, public safety, emergency services and social services within counties.
“Not only do we lose property tax and well-paying jobs, but we also lose midstream infrastructure for the Piceance Basin, the second largest natural gas reserves in the U.S., which provides energy not only for local residents but also for the citizens of the United States,” said Garfield County Commissioner Tom Jankovsky.
The commission’s rules mandate midstream operators cut emissions by 20.5 percent from 2015 levels by 2030. This one-size-fits-all approach is unrealistic for rural operators and fails to consider the unique challenges faced on the Western Slope. There are challenging and mountainous terrain, inaccessible and unavailable electric power sources and tremendous economic costs and environmental impacts of replacing, retrofitting and laying miles of power lines in remote locations, around federal lands and water sources, and through pristine and protected environments.
In fact, one air quality and planning regulator has noted that in certain areas, compliance with the proposed rules is not “even technically feasible.”
The commission overlooked local needs and voices and the unintended negative economic and environmental consequences during the rule-making process and continues to ignore the impacted communities by seeking to dismiss their lawsuit.
“The stakes for us could not be higher. Our communities face real and devastating impacts from these new rules,” said Doug Overton, Chairman Pro-Tem for the Board of County Commissioners of Rio Blanco. “The costs significantly outweigh the benefits here.”
As the Executive Director of the West Slope Colorado Oil & Gas Association, Chelsie Miera leads the organization’s efforts to promote the benefits of natural gas and support the industry’s role in energy production and economic development. She is committed to strengthening industry partnerships, engaging in regulatory advocacy and showcasing the many ways energy companies contribute to the communities where they live and work.
SHARE YOUR OPINION
The Business Times welcomes submissions for publication in the opinion section. Email submissions to publisher@thebusinesstimes.com Please include full contact information with submission.
Chelsie Miera
Craig Hall
n Crockett, Fletcher speak at forum about community health
On July 31, Connect for Good will host a Purpose Forum featuring Mesa County Public Health Director Xavier Crockett and Mesa County Commissioner JJ Fletcher in a short fireside chat about their personal visions for a healthier Mesa County. Following the fireside chat, attendees will take part in small-group discussions focused on everyday aspects of community health, such as connection, mental wellbeing, housing, transportation and access to resources.
The forum takes place at the Mesa County Workforce Center from 11:30 a.m. to 1 p.m., and it includes a catered lunch and structured time for reflection and connection. Tickets are $35 and available at online at www.eventbrite.com/e/connect-for-goodpurpose-forum-registration-1431916774619?aff=oddtdtcreator.
Connect for Good’s chief connector, Porcia Chen Silverberg, said the purpose forums are no-pressure, high-possibility spaces designed to spark fresh ideas and meaningful relationships that strengthen the social fabric of the Grand Valley.
“This isn’t a panel or presentation,” she said. “It’s a chance for public leaders and everyday leaders to reflect and connect – together.”
For more information, call Chen Silverberg at 510-303-0513, or email her at info. connectforgood@gmail.com.
n Mosquito-control district gets in-house lab testing
The Grand River Mosquito Control District now has its own in-house PCR (polymerase chain reaction) lab testing to improve the efficiency and accuracy of its mosquito-surveillance program.
PCR testing is a highly sensitive method of detecting the genetic material of a pathogen, and the Grand River Mosquito Control District is utilizing the testing to detect mosquito-borne viruses, such as West Nile Virus.
In-house testing allows the district to receive same-day results, which helps it react quicker and treat areas where mosquitoes have tested positive for West Nile Virus.
Has your business recently hired? Or did someone retire? The Business Times welcomes submissions for free publication in Business Briefs. Email stories and headshots to stories@thebusinesstimes.com or submit a news release online at www.thebusinesstimes.com. (970) 424-5133 www.thebusinesstimes.com
“PCR is the gold standard for detecting viral pathogens. We now will have results the same day so we can act immediately, if necessary,” District Manager Tim Moore said.
According to Grand River Mosquito Control District biologist Hannah Livesay, “The PCR process involves extracting genetic material from a sample, such as a mosquito pool, and amplifies it to detectable levels. The amplified material is then analyzed to determine the presence or absence of the target pathogen.”
The Grand River Mosquito Control District previously sent sampling from 15 traps to the state lab. Having the PCR testing in-house allows them to broaden sampling from across the valley.
“We now can test samples from 76 additional traps. This will give us more accurate data from a larger territory across the valley to monitor different species and diseases related to those species,” Moore said. “Having data from these additional traps will allow us to lean more on the science for activating appropriate treatment protocol.”
For more information on how to help the Grand River Mosquito Control District fight the bite, visit www.fightthebitegj.com.
n VA Western Colorado hosts Creative Arts Festival
The VA Western Colorado Health Care System will host the 28th annual Creative Arts Festival, which highlights the artistic talents of veterans, from July 23 to July 31. The festival’s opening ceremony will take place at 1 p.m. on July 23 at the Grand Junction VA Medical Center, Building 6, 2121 North Ave.
This festival is part of the National Veterans Creative Arts Festival, which has celebrated veteran artistic expression for 45 years. This year, the local festival features 180 entries by 67 veterans in five divisions: Visual Arts; Dance; Creative Writing; Drama; and Music. There are 23 new participants this year.
Local winners from the festival will have the opportunity to compete on a national level, joining a wider community of veterans who share a passion for creative arts.
The art display will be open for viewing from 8 a.m. to 4 p.m., July 24-31.
n Gart Properties acquires Edwards Corner in Vail Valley
Gart Properties, owner of Canyon View Marketplace in Grand Junction, announced July 16 it acquired Edwards Corner, a premier mixed-use property in Edwards, just minutes from the Vail and Beaver Creek ski resorts.
Edwards Corner is home to a mix of local businesses, including Hovey & Harrison, Drunken Goat, Cut Butcher Shop, and Eye Pieces of Vail, among others.
The acquisition marks the second addition to the Gart Stabilized Asset Fund, Gart Properties’ income-oriented real estate strategy. The fund’s first acquisition was Canyon View Marketplace in Grand Junction, completed earlier this year. Through this fund, Gart Properties is targeting long-term ownership of well-located, stabilized retail assets with strong, diversified tenant rosters.
The acquisition also represents a strategic return to the market for Gart Properties, which has maintained a significant presence in the Vail Valley over the past 50 years, including ownership of assets such as The Seasons at Avon and West Vail Mall.
For leasing and acquisition information, contact Gart Properties at 303-333-1933 or visit www.gartproperties.com.
Xavier Crockett JJ Fletcher
Grand River Mosquito Control District biologist Hannah Livesay stands next to new equipment the district uses to detect mosquito-borne viruses. Photo courtesy of Grand River Mosquito Control District.
