Mediation successful as D51, teachers agree on terms
Step Increases will be suspended, but one-time payouts are approved
Brandon Leuallen
AThe Business Times
fter months of tension and a breakdown in contract negotiations, School District 51 and the Mesa Valley Education Association reached an agreement through mediation, putting an end to this year’s impasse and avoiding the uncertainty of continued deadlock.
The mediated agreement, finalized July 14, now awaits ratification by the union membership and final approval from the school board.
According to an email sent from communicate@d51schools.org to staff members, a notable change is the suspension of vertical step increases for the 2025-26 school year in favor of one-time raises. According to the school district, “steps” refer to incremental salary increases educators typically receive for each additional year of service. Each year of experience usually corresponds with a higher step on the district’s salary schedule.
See D51 on page 4
Post-Pandemic Pivot
Pivot Provisions & Design Studio’s owners created their downtown GJ business after their California business was a COVID casualty. — See story, Page 2
and
next to a display in their store, which opened July 10. The front one-third of the store is the retail shop in which they sell casual apparel and accessories for men and women. The middle one-third of the store is the design studio, where they will design promotional products for businesses, and they expect that will be the core of their business.
Pivot Provisions & Design Studio co-owners Ian Gouldstone, left,
Staci Mikita stand
Photo by Tim Harty.
Pivot-ing into downtown Grand Junction
Pivot Provisions & Design
Studio uses retail shop to promote its design business
Tim Harty The Business Times
Walk into Pivot Provisions & Design Studio, 521 Main St. in downtown Grand Junction, and it’s obvious the store sells casual clothes for men and women.
Not so obvious, even though it’s the second half of the business name, is the bulk of what business partners Staci Mikita and Ian Gouldstone do: They design and manufacture custom, private-label, promotional products for businesses.
Gouldstone estimated that will be 75 percent of what they do in the new business, which opened its store July 10.
The duo had extensive experience doing similar work for a company in California, Mayhem Industries Inc., where Gouldstone was the CEO.
“We were primarily in sport-bike racing,” Mikita said, and Mayhem had licensing agreements with the likes of Honda and Yamaha, producing apparel and accessories. They worked numerous racing events, including the MotoGP in Austin, TX.
It was big-time stuff until 2020, when suddenly it wasn’t, because of a worldwide pandemic.
“When COVID hit, that’s when we had to shut down, because all the motorcycle dealers were closed. Our events were all canceled,” Mikita said.
She and her husband, Larry Mikita, had bought a home in Grand Junction in 2019, and they rented it out for a couple years, knowing they would eventually move there. COVID expedited the move, and Staci Mikita told Gouldstone, “I think we just need to shut it down, put everything in storage and look for jobs, and we’ll figure it out down the way.”
What they figured out is now manifested on Main Street, and Gouldstone finally made the move to Grand Junction about three months ago.
Naming the business Pivot was intentional, as Mikita said, “The only name I could think of was Pivot, because that’s what we had to do.”
Pivoting led to the question: How do we reinvent ourselves? And that got Mikita thinking, “We’re not gonna go open up a motorcycle shop in Grand Junction, so I said, ‘Let’s go back to what we do well,’ and that’s private label. And hopefully we can do a retail front that we always wanted.
“I know Pivot’s probably a common-used name these days, but it just was so appropriate for us. We had to literally pivot, and it took four years to come out of what we went through.”
Now that they’ve committed to Grand Junction, Gouldstone and Mikita are ready to do on a smaller scale what they used to do on a larger scale, with the added duties of running a retail operation.
The casual clothes include plenty of T-shirts, and Gouldstone said about 70 percent of the designs are done by Pivot Provisions & Design Studio.
Mikita said the retail store is a good way to meet people and discover customers for the design side of the business.
“It’s working already,” she said. “I just got a new client on Saturday (July 12).”
Gouldstone added, “The shop kind of shows that we know what we’re doing” when it comes to promotional products.
They will demonstrate that further with a couple brands they’re creating. One is Oak & Velvet, which Mikita said will be “some wine and bourbon whiskey kind of inspired products with their label, and then we’ll have some apparel related to that. It’s a cool logo.”
The other is Sukha, which she said is Sanskrit for “happiness from within,” and the proceeds from sales of that brand will be donated to worthy causes. Sukha will be “mostly accessories and anything related to wellness, mental health,” as Mikita wants to emulate something her niece does for mentally ill veterans and people in sober-living homes.
Gouldstone and Mikita said they are encouraged by the reaction they’re getting from shoppers.
“They like the vibe of the shop. They like the items that Staci’s put together,” Gouldstone said.
Spacing and display is part of merchandising, Mikita said, and there’s more than apparel that they want customers to notice. Again, promotional items, such as cups, key chains, shaving products, or something fun like switchblade combs are also out to show other businesses what Pivot can offer them.
Then, if that interests them, they can walk behind the wall into the middle one-third of the store, which is the design studio, currently being designed by Gouldstone.
Pivot Provisions & Design Studio already has a few local clients in the Grand Junction Jackalopes (and occasional alter-ego, the Humpback Chubs) baseball team and Palisade Brewing Co.
Pivot Provisions & Design Studio co-owner Staci Mikita stands next to displays with women’s clothing and accessories in the new store at 521 Main St. in downtown Grand Junction. The letters spelling SUKHA reference a brand the store is creating and soon will sell. Photo by Tim Harty.
D51
Continued from Page 1
Although step increases will be suspended, teachers will receive a one-time, nonrecurring compensation increase and will still be eligible for horizontal lane movement, also known as “education lanes.” According to the district, these are salary increases awarded when a teacher attains additional educational qualifications, such as a master’s degree or professional development credits.
The one-time, nonrecurring compensation increase is equivalent to 2.3 percent of their base salary, capped at $3,000. The payment will be issued in two equal installments, one in December and the other in May. According to the school district, the adjustment is not “PERA-includable” and will not set a precedent for future raises.
The email reads: “It is our joint intent to restore the suspended 2025-2026 step if, and when, additional recurring General Fund dollars become available.”
Other key components of the agreement include:
• Creation of a Joint Safety Committee: In response to ongoing safety concerns raised by staff during public-comment periods earlier this year, the school district and MVEA agreed to form a Student & Staff Safety Committee. The group, composed of district leaders, MVEA representatives and additional staff, will begin meeting monthly, starting in August.
• School Psychologist Support: The agreement includes a $2,000 stipend (prorated for full-time equivalent) for in-person
school psychologists during the 2025-26 school year, paid in December and May. The district also agreed to study the role, placement and compensation of school psychologists, acknowledging a pay disparity between them and other special-service providers.
• TOSA Role Review: A letter of agreement was signed to revisit the language and expectations around Teachers on Special Assignment (TOSA) during the upcoming school year.
• Class Size Monitoring: District leadership will assess class sizes within the first six weeks of the school year and adjust staffing, if needed. If changes lead to potential involuntary transfers, the district will consult with the MVEA president. Class-size concerns also are scheduled for discussion during the September Professional Council meeting.
The district clarified cost-sharing arrangements for health insurance premiums for the 2026 plan year for full-time employees.
“This agreement represents a shared commitment to stability and support for our educators – even in a challenging financial year shaped by pressures on both state and federal funding,” the district said in a message to employees.
This update follows a previous Business Times article published in June, which chronicled the fractured relationship between the MVEA and the school district after negotiations stalled and the district declared an impasse. You can read that article, Budget Pressures and a Fractured Relationship, online at thebusinesstimes.com.
Seafood for Surf, and ‘beef festival’ for Turf
New restaurant Surf to Turf serves sushi, Korean BBQ, hotpot
Tim Harty
The Business Times
A lot of Grand Junction residents will walk into Surf to Turf, 1100 Independent Ave., knowing the new restaurant resides in the building that was the longtime home to Golden Corral Buffet & Grill.
But former Golden Corral patrons won’t recognize a thing. Not one thing.
That’s because a renovation, which Surf and Turf’s owners thought might be considerably easier with a restaurant as the previous occupant, proved to be unfathomably more difficult.
“The condition of the building was really bad,” said Surf to Turf manager Ming Lin, whose parents own Surf to Turf as well as Grand International Buffet, 2504 U.S. Highway 6&50, Unit 500. “It was miserable in the building, and a lot of stuff needed to be replaced.”
He said it took almost a year to get the construction done, but they brought the building “up to code, every inch of it.”
Or, putting it another way, Lin said, “There’s no Golden Corral left in the building.”
Instead, there is now a sushi, Korean barbecue and hotpot restaurant, which opened July 13 and seats 266 people.
Because Lin’s parents already own a buffet-style restaurant, they wanted something different in the 9,400 square feet at 1100 Independent Ave.
“Really the whole reason we opened this restaurant,” Lin said, “we want to bring this community something new and fun and
a new experience, dining experience. And I want to have people have a nice sit-down, enjoy their meal. … We want to provide good food, good time, good environment, good atmosphere to people.”
Naming the restaurant Surf to Turf reflects the food offerings. Lin said it serves deep-sea fish that is flown in fresh from New York, so that obviously is the surf.
“Deep-sea tuna, salmon and mackerel, yellow tail, all that great stuff for our sushi options,” Lin said. “And we do provide the fresh uni as well.”
For the turf, he said the Korean barbecue and hotpot have “phenomenal meat options,” especially when it comes to beef.
“Really, it’s a beef festival, if you look at the menu,” Lin said.
“We have so many cuts of steak,” he said, adding some of the meat is marinated. Otherwise, it’s fresh-cut.
“Once you order from the server ... the butcher in the back room will fresh cut the beef in a refrigerated cutting room and then bring to the customer,” Lin said, “so the meat doesn’t sit on the cold bar.”
Surf to Turf also has a full-service liquor bar.
Lin said the restaurant currently has about 30 employees, and he hopes to increase the employee count to 40-plus.
Grand Junction has other restaurants that serve sushi, Korean barbecue and/ or hotpot, but Lin thinks Surf to Turf distinguishes itself with “our secret, homemade seasoning and how fresh the meat is. We don’t use any junk stuff.” F
Sushi chef Fei Pang stands behind the sushi bar at Surf to Turf, which opened July 13 at 1100 Independent Ave. The family-owned restaurant serves sushi, Korean barbecue and hotpot. Photo by Tim Harty.
Pivot
Continued from Page 2
Mikita said the Jackalopes’ rep found out what Pivot can do and signed up for more.
“You know, they’re used to just dealing with little T-shirt vendors,” Mikita said, “and I did a whole line for her, and I’m giving her my line sheets and just going the extra mile with my product-tracker forms. I’m treating her like a real client, and she’s like, ‘Wow, you guys are amazing. Where did you come from?’
“And I said, ‘Well, it’s our background, but, you know, we do more than just screen printing T-shirts. So, if I could be of any value to you with merchandising, let me help you out.’ So, that’s been a great relationship so far, and we just got started with them a couple months ago, so she’s transferring a lot of business to us.”
Another good example, Mikita said, is the new client she met during the first Saturday that the store was open.
“He owns a metal company,” she said. “He goes, ‘You know what I buy for my employees once a year? Hats, T-shirts and hoodies. And I go, ‘We do that all day long.’”
So, Mikita and Gouldstone’s previous experience may be with “big brands” and “big corporate guys,” but they know it translates to the “custom smaller orders.”
“If someone is a brand,” Mikita said, “and they want to elevate the brand and want an entire product line, we can basically develop it – design, development and completion, from A to Z – and give them a full finished product.”
Gouldstone, co-owner of Pivot Provisions & Design Studio, stands next to a display with men’s shirts and ball caps, plus coffee mugs, candles and liquor flasks. Gouldstone said 70 percent of the designs on the store’s products are done by him and co-owner Staci Mikita. “Like you see in the shop, we don’t want to be too – Bang! – in-your-face-type thing,” he said. “It’s more of a mellow, what everybody wants to wear.” Photo by Tim Harty.
MORE ABOUT PIVOT PROVISIONS & DESIGN STUDIOS
Career driven by European motorsports
Pivot Provisions & Design Studio co-owner Ian Gouldstone has the kind of background that begs the question: How did he end up in Grand Junction?
Long story short, he and Pivot co-owner Staci Mikita work well together, as they demonstrated previously in California at Mayhem Industries Inc.
“When I met Staci, she had a lot of ideas, and I can put it to paper, or on the computer, what her ideas were,” Gouldstone said. “So, that’s why I do a lot of the organization of art, and so we go together and work out different designs.”
But before that, Gouldstone established himself across The Pond.
“My background is in Europe motor racing,” he said. “I was trained as an illustrator, graphic artist, and I worked for British Aerospace, but then I went into Formula One. And from Formula One, I came to the U.S., did Indy cars, GTP, and I went to some other countries.”
Gouldstone added that while he and Mikita worked at Mayhem Industries, they worked with giants in the auto and motorcycle industries.
“We’ve done stuff for Mercedes, BMW, Porsche, Kawasaki, Honda, KTM, BMW, all the major brands, Ford. We were doing Ford when Ford owned Land Rover and Jaguar at that time,” he said.
why in May (3,327 square U.S. Highway a 585-square-foot
“We've operations and we needed Greg Medvesk, In particular, the rise, as years that demand for place to be buyers and But it clear there
Ian
The Auction Team gets needed space
The Auction Team’s auction manager, Hunter Johnston, stands next to several mini excavators on the seven-acre lot at 1896 U.S. Highway 6&50 in Fruita, where the business now stores items for its auctions. Photo by Tim Harty.
Tim Harty
The Business Times
Six offices instead of one.
Seven acres instead of one.
Three more employees.
The Auction Team is growing, which is why in May it moved into a larger building (3,327 square feet) with more land at 1896 U.S. Highway 6&50. Previously it resided in a 585-square-foot building at 2912 Hill Ave.
“We've just been able to expand our operations throughout the Western Slope, and we needed a bigger home branch,” said Greg Medvesk, owner of The Auction Team.
In particular, the auto auctions are on the rise, as Medvesk said, “Through the 12 years that I've been doing this, I've seen a demand for it on the Western Slope, just a place to be able to create a marketplace for buyers and sellers.”
But a walk around the grounds makes it clear there is much more than autos being
bought and sold. For example, The Auction Team had quite a few mini excavators on hand for an ongoing online auction, along with heavier equipment, skid steers, shipping containers, small cabins, sheds, dog houses, chicken coops, etc.
Or, as auction manager Hunter Johnston said on July 22, “Everything in the yard that you see is going to be auctioned off on July 28.”
The extra space means The Auction Team can do more than before and widen its scope for buyers and sellers, so it's doing just that.
“We're able to take the volume that we've been shooting for as far as vehicles and equipment, and with our online platform we're able to not just market locally, but market nationally as well,” Medvesk said. “At that location we're able to be more versatile as far as selling firearms to selling vehicles and equipment. We have specialized sales. It just creates a better opportunity for different kinds of auctions.”
City declines climate grant desired by Urban Trails
Brandon Leuallen The Business Times
Despite support from the Urban Trails Committee, the City of Grand Junction confirmed it is not pursuing a state-run climate grant that could have required new local policies, including a potential “vehicle climate fee.”
At its July 9 meeting, the Urban Trails Committee, chaired by City of Grand Junction Mobility Coordinator Henry Brown, listed “support for Local IMPACT Accelerators grant” as its No. 1 action item. The grant is funded through the U.S. Environmental Protection Agency’s Climate Pollution Reduction Grant (CPRG) program and administered by the Colorado Energy Office.
The grant encourages local governments to adopt “transformative” policies that go beyond current state standards in areas such as transportation, building codes, land use and waste management.
But in response to questions about the committee’s action, the city said: “The City is not pursuing that grant at this time.”
What the Grant Would Require
The Local IMPACT Accelerator is not a typical infrastructure grant. Instead, it funds policy development and enforcement, rewarding local governments that agree to adopt new emissions-related regulations.
In the transportation category, eligible actions include:
• Prioritizing transit over personal vehicle traffic.
• Expanding bike and pedestrian infrastructure.
• Transportation demand management strategies.
• Fee-based vehicle registration incentives.
One example from Boulder proposed a “Vehicle Climate Fee” that would add $10 to $50 to annual vehicle registration based on fuel efficiency, exempting electric vehicles entirely.
The grant also targets:
• Building departments, which would
be asked to adopt stricter energy codes and performance standards.
• Planning and zoning, through policies that discourage suburban expansion and promote compact housing and EV infrastructure mandates.
• Public works and fleet services, which could be required to transition city vehicles to zero-emission alternatives.
According to the State of Colorado Local IMPACT Accelerator page on the State website these policies must be backed by elected leaders, and a letter of support from city council is a required step in the application process.
Regional Organizing and Political Pressure
The grant program in Mesa County is coordinated by CLEER (Clean Energy Economy for the Region), a Carbondalebased nonprofit organization that works with local governments and grassroots organizations to build “political will” for climate-related policies.
CLEER’s strategy includes educating the public, advising local staff and facilitating regional partnerships, often with the goal of turning pilot programs into permanent local regulations.
Timeline at a Glance
Although the city is not applying at this time, the grant program allows future participation. The deadline for first-round letters of intent is Aug. 1, 2025, with a second-round application window open from Nov. 1, 2025, to Jan. 1, 2026. F
City manager recommendation: Don’t buy zip line
Brandon Leuallen The Business Times
With nearly $1.7 million in taxpayer-funded incentives already funneled into the broader agreement between the City of Grand Junction and Bonsai Design – and zero operation of the zip line since mid-2024 – the city faces a pivotal choice. The original agreement explicitly grants the city the option to purchase the zip-line infrastructure at market value if operations cease for more than a year.
In response to questions raised in The Business Times article “Owner of Zip Line Got $1.7M in Incentives —
and the Taxpayers Got Zip,” Grand Junction City Manager Mike Bennett made it clear on July 22 that he isn’t recommending the city move forward with that option or any kind of financial rescue.
Bennett’s official statement, released by the city, is:
“The City has asked Riverfront Zip Adventures to provide additional financial information regarding the zip line, so we can determine whether their continued operation is fiscally reasonable. While they’ve been open about their challenges, we need more information to make an assessment. Based on what they’ve shared in those conversations,
and given the constraints of the 2026 budget and the need to prioritize core services like fire and police staffing, I would not recommend a purchase or subsidy to Council.”
Grand Junction Mayor Cody Kennedy echoed that position, saying he does not believe purchasing the zip line is the right decision for the city.
The zip line, operated by Riverfront Zip Adventures and developed by Bonsai Design, was once promoted as a signature attraction in the city’s broader effort to transform Las Colonias Park into a regional destination. However, the attraction has not operated since partway through 2024.
The Business Times found after reviewing the contract obligations that the obligations do not describe Bonsai Designs or owner Thaddeus Schrader as being contracted to develop the park.
Rather, the obligations include: employing at least 36 full-time employees in Grand Junction throughout the vesting period of five years at an average wage of at least $41,145 per year; recruiting outdoor companies to move into the park; and constructing and operating the zip line, valued at a retail construction cost of no less than $600,000, with a clause that allows for the city to purchase the zip line if the zip line is not in operation for more than one year.
A new focus in the strategic plan
City Council just wrapped work on its updated Strategic Plan, where members emphasized directing resources toward core services as sales-tax revenues soften.
Kennedy has publicly urged the community to focus on essentials – police, fire, streets and other basic services – in light of the decline. Read more in our recent article, “City Sales Tax Revenue Declines; Mayor Urges Focus on Core Services,” online at thebusinesstimes.com.
We’ll Keep Watching
The Business Times will continue to follow the status of the Riverfront zip line and report any new information.
Mesa County Public Health launches Behavioral Health Division
In a significant move aimed at strengthening public health infrastructure, Mesa County Public Health launched a Behavioral Health Division. It is designed to align behavioral health efforts and bolster strategic partnerships across organizations.
Sarah Gray
The new division reflects a shift toward upstream, preventive approaches in behavioral health, an area increasingly recognized as critical to workforce stability, economic resilience and long-term community prosperity.
Jennifer Daniels, a seasoned leader in mental health advocacy with more than 25 years of experience, has been tapped to lead the division as the Behavioral Health Division Director. Daniels is a licensed social worker and a widely respected figure in regional suicide prevention and mental health initiatives. Her leadership experience includes directing Mesa County’s Suicide Prevention Coalition, implementing the Zero Suicide framework at St. Mary’s Medical Center and coordinating behavioral health programming within School District 51.
“This new division allows us to take a systems-level approach to behavioral health, the same way we’ve tackled other pressing public health challenges,” Daniels said. “That means using data to drive decisions, embedding equity into our strategies and designing structures that lead to sustainable outcomes.”
Daniels earned a master’s degree in social work from Our Lady of the Lake University with a specialization in Spanish-speaking populations and a bachelor of science in biological sciences from Colorado Mesa University. Her work has spanned the nonprofit, education and healthcare sectors, and she continues to serve as board chair for the Suicide Prevention Coalition of Colorado and a commissioner on the Colorado Suicide Prevention Commission.
Strategic priorities with measurable outcomes
The new division will focus on data-informed planning, resource coordination and
cross-sector alignment. Mesa County Public Health intends to build on momentum generated through existing partnerships, including its active role in the Behavioral Health Steering Committee and priorities identified at the Behavioral Health Summit.
Key goals include:
• Driving progress on the priorities identified at the Behavioral Health Summit, with a focus on collaboration, accountability and measurable impact.
• Supporting and enhancing the local crisis continuum, with a focus on coordinated entry, stabilization and diversion from emergency departments and the justice system.
• Strengthening the behavioral health workforce pipeline and capacity through training, recruitment and retention efforts.
For the business community, this development represents more than a health initiative; it’s an investment in community resilience.
“Workforce readiness, productivity and long-term economic vitality are all linked to mental health,” Daniels said. “This work helps ensure that employees, families and community members are supported before they reach a breaking point.”
Public health as a systems-level leader
By elevating behavioral health into a distinct division, Mesa County Public Health reinforces its commitment to addressing not only physical health, but the social determinants and mental wellness factors that shape population outcomes.
“This is a milestone in our broader strategy to address the root causes of poor health outcomes,” Daniels said. “It reflects our belief that every Mesa County resident deserves the opportunity to thrive mentally, emotionally and physically.”
The community can stay informed on the division’s progress and initiatives by signing up for Mesa County Public Health’s health alerts through the website at mesacounty.us/ health. F
Sarah Gray is a communication specialist with Mesa County Public Health. For additional information, call (970) 248-6900 or visit mesacounty.us/public-health.
Zip-a-Dee-Doo NAH, there’s nothing to see here
Yes, our story last week about the failed zip line across the Colorado River, landing folks at Los Colonias Park and built by Bonsai, sure has caused a flood of conversation. And just like a flood that our fair city is praying against on its multi-million-dollar boondoggle “down by the river,” avoiding this waterboarding had to be part of those prayers as well. Then again, given Grand Junction’s forays into the development business, this kind of flood is more of an annual event instead every 100 years. Or are we not allowed to say the words COSTCO, Homeward Bound or GJ Auto Sales by city proclamation?
Well, as my old favorite Neal Boortz used for the title of his book I have on my shelf: Somebody’s Gotta Say It. And while thousands have been ignored over the years by our esteemed city council, I’m gonna say it, we’re gonna report it, and it’s The Business Times’ solemn duty to make sure the City of Grand Junction hears it.
That goes for you as well, grower of little trees Bonsai that’s turned into a forest of failure down by the river.
And please spare me your calls with the expected, “Craig, you just want the city and Bonsai to fail.” I don’t. No one has written more positive stories on Bonsai than The Business Times. From that history alone, you’d think the owners of Bonsai would be returning our phone calls to get their side of the story out on what’s going on with the zip line. But alas, they decided to take their tree trimming to other, more friendly, city-approved, media outlets.
Maybe that’s because Bonsai knew something about The Business Times from its history with the paper. We were going to ask questions other outlets won’t ask, write down the answers and accurately report them in a story. After all, we had done that numerous times for them in the past. But see, that wouldn’t work now that it’s all about zipping past the current situation and floating down the lazy river to even more taxpayer dollars to “not use” for the ongoing success of Bonsai.
Because that’s what Bonsai’s owners are saying to local media and is being confirmed by the city’s attorney – you know, the guy who wrote into the contract that if Bonsai shuttered the zip line for more than a year, the city of Grand Junction could buy it for an additional SIX HUNDRED GRAND in taxpayer monies.
I’ll say it. That WAS the plan. What wasn’t in the plan, you ask? City council spendthrifts losing in elections faster than you could pay 25 bucks, and the ride’s over before you even got strapped in.
If you think the citizens of Grand Junction got short-changed on the zip line, they’ve gotten totally fleeced in the reporting following up the story The Business Times broke.
Haven’t you heard? It’s your fault the zip line failed. Because you wouldn’t pay the toll to take 30 seconds out of your life to look over the expanse of empty properties and a sandbagged, really, really, really, lazy river that’s so lazy, it just lays there.
So, we’re supposed to believe that Bonsai, the world’s preeminent zip line designer, located right here as the cornerstone of the City of Grand Junction’s riverfront development, didn’t do a feasibility study on whether a zip line would be a viable, profitable entity? Did our city even have a look-see, or did it do another survey during the downtown farmers market, asking folks if it would be cool, like it did with “public safety” (read: Bike lanes)?
You know the answers. Worse, more needed questions will never be answered. But that’s what happens when you have taxpayer dollars burning a hole in your pocket along with your ego for putting your name on monuments for civic projects.
Somehow, the one answer we are getting, “No taxpayer dollars were used on the zip line project,” was all over the news within a day of our story hitting the presses. But it’s just an accounting bamboozle. And just like that, hiding the commingling of funds dismisses any concern faster than you could zip across the muddy waters of the Colorado. Yet, that’s how they got Trump. Progressives and accounting.
We all know better. Having an extra FREE million to build your building means you have funds loosened up for projects promised to get the cool million.
But no, that didn’t happen with Bonsai, who as I type is in negotiations to have most of the “contract” with our city rescinded, right? Except, of course, the six hundred grand part to buy a gently used zip line, which is the only part it still wants. The city cannot let the Golden Child of the riverfront dream fail. It was Bonsai’s dream, after all.
To finalize an earlier point, I didn’t want the riverfront project to fail; I rather expected it to. Just didn’t see it happening so spectacularly.
Wikipedia describes the art of Bonsai as follows: Purposes of bonsai are primarily contemplation for the viewer, and the pleasant exercise of effort and ingenuity for the grower.
Gotta admit, Bonsai sure was ingenious in the way it’s gotten taxpayer dollars galore. Sadly, the citizens of Grand Junction are only beginning to contemplate what it’s cost them “down by the river.”
In Truth and Freedom. F
Craig Hall is owner and publisher of The Business Times. Reach him at 424-5133 or publisher@thebusinesstimes.com
The Union isn’t fighting for kids anymore – It’s fighting for control
Contracts. Impasse. Mediation. Oh my!
We’ve all seen the headlines, the crowd of red shirts and the talking points about “fighting for teachers and students.” But as a teacher – and a former union member –I’m here to tell you: What’s happening with the Mesa Valley Education Association isn’t about students. It’s political theater, and it’s about control.
Let’s start with a bit of history.
Teacher unions were initially formed to give educators a voice in working conditions. In the early 20th century, teachers – primarily women – were underpaid, lacked job security and had no influence in how schools were run. The National Education Association, founded in 1857, and the American Federation of Teachers, founded in 1916, played key roles in organizing teachers across the country, advocating for fair wages, reasonable hours and professional respect.
These were worthy and important goals, and for a time unions provided a needed balance in an education system where teachers were often powerless.
But like many institutions that gain influence, the mission evolved – and not necessarily for the better.
Today, the NEA and AFT are some of the most powerful political organizations in the country. They donate tens of millions of dollars to political campaigns, including local school board races, and support candidates who align not only with educational priorities but also with partisan agendas. That’s true nationally, and it’s true right here in Mesa County.
MVEA (the local union) has been the largest donor in recent school board elections, ensuring that its chosen candidates are well-funded and, once elected, are expected to adhere to the union’s line. When board members did, the red shirts were quiet. Now that voters have elected board members who don’t owe their seats to union money, the union is angry – and very, very loud.
Suddenly, every board decision is an “attack on teachers.” Every negotiation is “hostile.” Every disagreement is “dangerous.” The messaging is intended to instill fear and mistrust in the community, but who does it serve?
As a current teacher, I can tell you what matters most to those of us in the classroom:
• Strong discipline policies.
• Relevant, rigorous curriculum.
• And support from leadership that puts students first.
These aren’t partisan issues. But many of the policies that frustrate teachers – the lack of consequences for disruptive behavior, rigid mandates or politicized curriculum –have been backed by the very unions claiming to “speak for us.”
A large number of policies that the union has issues with are being brought about by national and state regulations, and the local board has only so much it can do. Often policies that teachers are frustrated with have been created by legislators that the union and its members are funding at the national and state levels.
Do MVEA members realize they’re paying dues to an organization that supports national union leaders like Becky Pringle (NEA) and Randi Weingarten (AFT), who now spend more time on activism and political resistance than they do on literacy or math recovery? Have they seen the priorities being pushed at the national conventions? Because I have, and they don’t reflect what’s happening in my classroom.
This is a hard truth: If you pay into a system that props up a national political machine, you can’t be surprised when that machine stops caring about your students.
Locally, MVEA has spent years shaping the board. Now that their influence has slipped, they’re ramping up the fear mongering. But this isn’t about teacher salaries or students’ well-being. It’s about regaining political control.
So, let’s ask real questions:
• Why is MVEA louder now than when student achievement was declining under the school board directors they funded and supported?
• Why are union-endorsed candidates often vague on discipline and academics, but loud on protests and politics?
• And how do local union members feel about the national organizations they’re funding?
I left the union not because I stopped caring, but because I realized they had.
Our kids deserve better than political theater. They deserve a school system focused on learning, not lobbying. And our community deserves transparency and accountability, not fear tactics and scripted outrage.
The red shirts may shout the loudest, but they don’t speak for all of us.
Christy Anderson is a K–3 elementary educator with 25 years of experience in Mesa County Valley School District 51. She was formerly an active member of the local teachers’ union, and she now serves as an ambassador for the Professional Association of Colorado Educators (PACE). In addition to being an advocate for students and teachers, she is a parent and a local Realtor for Bray and Co. Real Estate.
Christy Anderson
Craig Hall
n DWC recognizes advancements for quintet of CMU alums
DWC CPAs and Advisors announced the following promotions and certifications in its office: Kate Bruno, Collin Klinker and Temry Rodriguez have been promoted to tax senior; Madison Donnafield is now a human resources senior; and Ana Carbajal Barahona earned her certified public accountant certification.
Bruno, Klinker, Rodriguez and Carbajal Barahona got bachelor of science degrees in public accounting from CMU, and each interned with DWC. Bruno and Rodriguez transitioned to full-time roles in May 2023. Klinker joined DWC full-time in August 2023, and Carbajal Barahona joined the firm’s audit team full-time shortly after graduating in May 2024. Each is a member of the Colorado Society of CPAs.
Bruno, a Thornton native, provides tax services to individual and business clients, with a focus on self-employed taxpayers and sole proprietors.
Klinker, originally from Conifer, has a strong interest in industries that drive innovation and infrastructure, with a particular focus on serving construction companies and large, technology-driven businesses.
Rodriguez works with individual and business clients, and her passion lies in serving clients in the construction trades, an area she connects with personally through her own experience and strong family and community ties while growing up in Olathe.
Donnafield began her HR career at DWC in 2021, following her graduation from CMU. Her HR duties include recruiting, benefits administration and employee relations. She earned her SHRM-CP credential in 2024.
Carbajal Barahona, originally from Houston, TX, is an audit senior who works with clients across industries such as higher education, construction, financial institutions, food service, governmental special districts, healthcare, nonprofits, and employee benefit plans governed by ERISA.
n Christi Reece Group donates $30,000 to area nonprofits
Grand Valley real estate company The Christi Reece Group announced it donated via its Circle Fund: $12,000 to KAFM Community Radio; $8,000 to Western Colorado Area Health Education Center; $6,000 to Stages of History Chautauqua Program; and $4,000 to &Company, an outreach performance group in the Grand Valley.
The Circle Fund is the charitable giving arm of The Christi Reece Group. Every quarter, 2 percent of its earnings are donated to local nonprofits. Nominations for the nonprofits are provided by the community via The Christi Reece Group’s Facebook and Instagram pages, then their real estate clients vote from those nominations to choose the quarterly recipients. Since its inception in 2019, The Circle Fund has contributed $472,000 to local nonprofits.
“We’re so excited to give to these four groups, all first-time recipients of The Circle Fund,” Team Leader Christi Reece said. “From brand new groups like Stages of History, to longtime nonprofits like KAFM, we love having this opportunity to support our community.”
To learn more about The Circle Fund and the past recipients, visit www.christireece. com/pages/the-circle-fund.
Clarifications/Corrections
n Montrose Water Factory sold only a small part of its business
Montrose Water Factory co-owner Stewart Goforth called The Business Times to clarify that the transition letter emailed to The Business Times, which was used to write a June 11 Business Brief, was incomplete in its details about the business transaction between his company and Culligan of Grand Junction.
Goforth clarified that as of June 2, Culligan of Grand Junction had taken over Montrose Water Factory’s Bottled Water delivery service to customers in Mesa County and Delta County only.
“We sold a small portion of our business,” Goforth said. “The bottled water and also some salt delivery service in the areas aforementioned, that’s what Culligan will now be enthusiastically providing.”
He added, “When it comes to water treatment, we’re still a provider for all of the Western Slope, and we will remain friendly competitors with our new Culligan friends.”
Goforth also clarified he and his wife Jorene’s transition into retirement, as mentioned in the letter, will occur over the next five years. They are “putting the pieces in place” to turn over the business to their family’s next generation of owners.
“Montrose Water Factory isn’t going anywhere,” said Stewart Goforth, who has been in the business for 42 years. “I’ve still got a few good years left in me.”
Kate Bruno Collin Klinker Temry Rodriguez Madison Donnafield
