Issuu

DECEMBER 17 - 24, 2025

VOLUME 32, ISSUE 49

THE DEFINITIVE SOURCE FOR GRAND JUNCTION BUSINESS & COMMUNITY NEWS SINCE 1994

Mesa County Adopts 2026 Budget

THEBUSINESSTIMES.COM

River-bound deep dish

Brandon Leuallen

The Business Times

he Mesa County Commission unanimously adopted the 2026 budget on Dec. 9, approving a $242.9 million spending plan after months of internal debate, revenue forecasting and revisions to departmental requests, including extensive discussions with the Sheriff’s Office. County leaders emphasized the adopted budget does not eliminate filled positions and does not cut currently staffed operations. The commissioners also said departments may request additional funding during the year if unforeseen needs arise. “If something comes up next year that a department truly needs, they can come back to us. There is a process for supplemental requests, and we have always been willing to look at those when they are justified,” Mesa County Commissioner Bobbie Daniel said. According to the FY 2026 Adopted Budget: Revenues, Expenditures and Fund Balance, Mesa County’s total budget represents a 2.8 percent decrease from 2025, driven largely by lower intergovernmental revenues. After removing interfund transfers and internal charges, the net county operating budget revenue totals $211 million, which is essentially flat compared to last year and not keeping pace with rising costs. See story on Page 5

Under new ownership, Junct’n Square Pizza will go from downtown to down by the river— See Page 2 Aaron Abeyta, left, one of the new co-owners of Junct’n Square Pizza along with his wife and father, stands next to Xander Wick, whose last day as a co-owner along with his parents was Dec. 13. The stained-glass window behind them has been a staple inside the restaurant at 119 N. Seventh St., and Wick said the Abeytas will be able to put it in the new location that they are building next to OakStar Bank in the Riverfront at Las Colonias development on the Colorado River. Photo by Tim Harty.

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River home awaits Junct’n Square Pizza

The deep-dish pizza restaurant will operate out of food truck until new building at Las Colonias is ready

New Junct’n Square Pizza co-owner Aaron Abeyta provided this illustration, which was done Dec. 12, as a close approximation of what the pizza restaurant’s new building will look like. Abeyta said it will be built during the first half of 2026 in the Riverfront at Las Colonias, and Junct’n Square Pizza will operate in a food truck until the building is ready. Tim Harty

The Business Times

unct’n Square Pizza, a fixture of downtown Grand Junction dining for nearly 50 years, has been sold and will move to a new location next to OakStar Bank in the Riverfront at Las Colonias development along the Colorado River. The new owners, married couple Aaron and Mariel Abeyta and Aaron’s father, Ernie Abeyta, hope the new building will be ready about six months into 2026. Until then, however, they won’t be able to stay in the restaurant’s current building at 119 N. Seventh St. Instead, Junct’n Square Pizza will operate inside a food truck, leasing the same food truck used by the former owners – Jeff, Melanie and Xander Wick of Hangdog Hospitality LLC – to supplement the brick-and-mortar business. Onbelay Estates LLC, which belongs to Jeff Wick, owns the building that Junct’n Square Pizza occupied and will lease the building to a new restaurant. Hangdog Hospitality’s last day of ownership was Dec. 13, and Aaron Abeyta said he hopes to limit the time between then and opening in the food truck to a few days. On Dec. 9, Aaron said he was close to having a food-truck location worked out. A dream, a gut feeling and buying a restaurant Aaron Abeyta, who co-owns a food truck called Phillin’ It, currently operating in the parking lot of Monumental Coffee, 575 32 Road, said he had a vision about buying a restaurant. Wouldn’t you know, Junct’n Square Pizza was part of that vision. And when Aaron followed up with some Internet research on local businesses for sale, guess which deepdish pizza restaurant in the 100 block of North Seventh Street happened to be for sale. If the Abeytas were going to pursue a pizza place, Junct’n Square Pizza made all the

sense in the world, as Aaron said, “We’ve been coming here for a while now, and ... I myself love pizza a lot, and so does my whole entire family.” Moreover, it was literally a gut feeling on Aaron’s part. “Junct’n Square was the only pizza I’ve ever eaten that doesn’t actually give me stomach issues,” he said. “Their natural ingredients, their fresh ingredients make all the difference between pizza and my gut. So, realistically this was the only place I could still keep coming to that’s a pizza place and not have stomach issues.” Won’t mess with what works As a fan of Junct’n Square Pizza, Aaron said the staples on the current menu will remain. Not just the deep-dish pizza, but also the antipasti salads it’s known for. Aaron wanted to make it clear to Junct’n Square Pizza’s loyal customers, “We are not trying to change a lot from the original Junct’n Square. We’re trying to keep things almost as identical as possible, so that the people that have been coming here for a long time know that that is our goal … to keep the same tradition that’s been alive and thriving for the past 50 years.” What the Abeytas will do is add some items to the menu. “The only thing we’ll even possibly do that’s different, really, is adding maybe a couple more options for desserts and then having options for being open earlier to serve coffee and things of that nature in the morning,” Aaron said. A much, much bigger bar Alcohol sales have been part of Junct’n Square Pizza’s operation, but the size of the Seventh Street building severely limited how much the Wick family could do during its six years as owner. Xander Wick held his hands a few feet apart to show how small the area was that served as the restaurant’s area for making cocktails. See PIZZA on Page 9

December 17 - 24, 2025

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December 17 - 24, 2025

A different kind of farmers market

FarmersMarket.Store addresses last-mile delivery and puts more cash in vendors’ pockets Tim Harty

The Business Times

A married couple in Fruita has made it their mission – and their livelihood, they hope – to make it easier for people who grow crops, raise livestock or make food and other products to sell those products and get them delivered. That led Courtney and Jamie Wood a few months ago to start FarmersMarket. Store, which is also their website’s URL. Courtney described FarmersMarket. Store as a “Grand Junction-based business working to solve one of the most persistent challenges in the Grand Valley: connecting local farmers, ranchers and makers directly with consumers in a simple, modern and efficient way.” He provided greater detail in an email, writing FarmersMarket.Store is a marketplace that enables: • “Retail sales for local farmers, ranchers, bakers and artisanal makers. • “Easy year-round access to healthy, farm-fresh food for consumers. • “Affordable home delivery throughout the valley, including produce, meats, baked goods, coffee, pantry items, and more. Jamie Wood, second from right, talks with someone who stopped at the FarmersMarket.Store tent Dec. 6 at the Grand • “A centralized system that supports Valley Christmas Market held at Bellabolettino Farms. Photo by Jackie Young. the local economy by keeping dollars with local producers.” It has taken time to get FarmersMarket.Store established. The Woods needed to spread the word about what they’re doing among the kinds of people who often sell their items in the Grand Valley’s physical farmers markets during the warm-weather and inseason months. The Woods are asking them to now try selling on their online farmers market, one where customers can order items from a variety of vendors, then get it delivered. That delivery is a major sticking point for many vendors who find it time-consuming and expensive, therefore counterproductive. That’s what Jamie said she was hearing from people after she started volunteering for Western Colorado Alliance for Community Action, a nonprofit that says it “brings people together to build grassroots power through community organizing and leadership development.” That includes local foods and agriculture, which was of particular interest to Jamie, who grew up on a farm in Utah. “I’ve been sitting in meetings with them every month and listening to farmers, listening to chefs, listening to all these different people,” she said. “The main problem that always came to the table is that last-mile delivery to get the food to the consumer. Or to get retail pricing on the food that we grow.” She added, “The amount of money that farmers make off of the produce that they grow is so small, because we’re in competition with Walmart prices. We have to keep our prices low, so therefore we can’t afford to pay extra labor to get it packaged and delivered. That’s always been the big problem with small farms and ranches is that paid labor to deliver it to customers.” Along with that, Courtney said, “If you don’t have a retail presence, other than, like, at the local farmer’s market, nobody really knows how they could get your products in the first place.” Courtney said FarmersMarket.Store “sort of organically derived from those conversations,” identifying problems and spurring the Woods to seek solutions. Courtney said Jamie pitched the idea of: “If only there was a local community website that had all the products of everybody listed available, you could buy from that website. And then that website somehow delivered to the customer. It’s no different than Instacart for local farms.” And the Woods decided to try to make it happen. They needed to accumulate producers and makers to commit to FarmersMarket. Store, making the website more attractive for online consumers before they launched it. It took until mid to late November to reach the level of participation they deemed necessary to make their business viable and marketable. See MARKET on Page 10

December 17 - 24, 2025

The Business Times

Final county budget required months of negotiation and Sheriff’s Office revisions

Continued from Page 1 County Administrator Todd Hollenbeck opened the hearing by acknowledging how departments managed the hiring freeze while maintaining service levels. “During the hiring freeze, departments stepped up and maintained essential services despite current vacancies, which is really demonstrative of the very best of Team Mesa,” Hollenbeck said. He added that early revenue forecasting allowed the county to reduce expenditures where necessary, prioritize core services and public safety and present a balanced budget for 2026. Sheriff’s Office revisions did not affect active positions The Sheriff’s Office entered the budget cycle with a higher request than the county was prepared to fund based on projected revenues. After an appeal and weeks of discussions between commissioners, the sheriff and budget staff, spending authority was adjusted to align with the countywide financial picture. The original proposal reflected a reduction of 18 unfilled positions, while the final adopted budget reduced 14 unfilled positions. Originally the county requested all departments produce a budget proposal with a 10 percent reduction. The Sheriff’s Office then presented a flat budget with no reductions. The county countered with a recommendation of a 6.2 percent reduction which led to the appeal, and the final adopted budget shows that they settled at about a 5 percent reduction. In a follow-up email Budget Manager Diane Jakowski said the county also funded additional wage and benefit increases for the Sheriff’s Office, which amounted to more than $1 million, and it reflected in why the Sheriff’s Office’s 2026 vs. 2025 general fund budget doesn’t appear reduced as much year over year. During the earlier appeal meeting, Jakowski said funding for positions is allocated to the Sheriff’s Office through the county’s general fund, but it is ultimately up to the sheriff whether those dollars are used to fill positions or directed toward other operational needs. The FY 2026 Adopted Budget: Summary Schedule shows $41.3 million appropriated for Sheriff’s Office operations in 2026. Sheriff Todd Rowell said he estimated the department would return up to $3 million in unused funds to the county by the end of 2025. Unfunded state mandates and local budget pressure Throughout the budget process, county officials raised concerns about the growing cost of unfunded mandates imposed by the state of Colorado. According to figures published on Mesa County’s “Fix It or Fund It” webpage, the county estimates it spends more than $8 million annually complying with state requirements that do not come with dedicated funding, with costs spread across multiple departments. The two largest sources of those

estimated costs are the Sheriff’s Office and the District Attorney’s Office, which together account for roughly $5.6 million per year in unfunded mandate expenses. Both are independently elected Todd Hollenbeck offices over which commissioners do not have direct operational control. Under Colorado law, specifically CRS 29-1-304.5, state mandates that increase required services or standards for local governments must be accompanied by state Todd Rowell funding. If adequate funding is not provided, those mandates are not binding. Capital improvement spending totals $49.1 million Mesa County plans to invest $49.1 million in capital improvements during 2026, according to the 2026 CIP Budget: Adopted Expenditures. Projects include road and bridge work, facility improvements, technology upgrades, justice infrastructure, and long-term asset preservation. Major transportation investments include Orchard Avenue improvements totaling approximately $6.1 million, the 38 Road Bike and Pedestrian Improvement Project at $6.9 million, E Road reconstruction at $5 million, countywide asphalt overlay work at $3.5 million, Riverfront Trail improvements at $625,000, 17 Road improvements at $1.5 million, and rehabilitation work on the Mesa Q 6.8 Bridge. Justice-related projects include $1.5 million for Justice Center renovations and $2.75 million in rebudgeted costs for the Justice Center North Addition. Facilities improvements include $3.7 million for HVAC replacements and $450,000 for a maintenance shed on the Clifton Campus. County technology investments include $400,000 for networking and infrastructure, $275,000 for personal computer replacements, $50,000 for security camera upgrades, $400,000 for Workday system maintenance and buildout, and $1 million for CJ software. Transit upgrades include $2.8 million for new buses. Revenue structure and fund balances The FY 2026 Adopted Budget: Sources and Uses of Funds outlines total countywide revenues of $242.9 million. These include: $104.49 million in property, sales, use and specific ownership taxes; $81 million in federal and state intergovernmental revenue; $45.9 million in user charges and fees; and $4.8 million in transfers. See BUDGET on Page 7

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Nove estate sal 9 percen while ac higher ye 694, acco Co. Real The from Oct Nove was down the avera one day l Selle 97.8 perc 97.6 perc YearNovembe numbers. increased to 2,616, increased billion co The residentia with 773

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Budget

Continued from Page 5 The general fund includes $91.7 million in revenue and is supported by a $10.8 million reserve heading into 2026, according to the FY 2026 Adopted Budget: Summary Schedule. Across all funds, personnel costs total $121.8 million, and capital expenditures total $56.2 million. Jakowski said changes in the capital fund are largely the result of project dollars rolling forward from the prior year. “A lot of projects didn’t get finished last year. Those project revenues don’t show up in our 2026 revenue, but as fund balance,” she said. “That’s really the biggest drawdown on the fund balance during the year.” Jakowski told commissioners the county expects to draw down its general fund balance in 2026 in response to revenue shortfalls, but she said the county is positioned to absorb the impact. “We have a really good buildup of fund balance over the past five years or so,” she said. “That buildup is key to getting through the next couple of years.” Commissioner Cody Davis said the board wanted to be transparent about the fund balance reduction. “That is what fund balance is for,” Davis said, adding the county is committed to rebuilding reserves in the future. Staffing changes and workforce realignment Mesa County’s authorized staffing level for 2026 is 1,249.85 full-timeequivalent positions, a reduction of 34.05 positions from 2025. Some staffing increases reflect internal

The Business Times

reorganizations rather than new positions. Natural Resources shows an increase of 15 FTEs due to positions being moved into the department as part of a restructuring of land management and wildfire mitigation functions. Other increases include three positions in Road and Bridge and one each in Animal Services and the Mesa County Attorney’s Office. Departments with reductions include Public Health with a decrease of 13.05 positions, Facilities and Parks with a decrease of nine positions, Criminal Justice with a decrease of eight positions, the Sheriff’s Office with a reduction of 14 vacant positions, and County Administration with a reduction of two positions. County leaders said no filled positions were eliminated. Commissioners reflect on budget process During the final vote, commissioners reflected on the challenges of the year and thanked staff for their work preparing the budget. “This definitely was not an easy budget. But I’m really proud of the work that we’ve done and the communication that we’ve had with the public,” Daniel said. Commissioner JJ Fletcher said the process reflected the county’s strategic plan, noting, “We identified the accountability piece and transparency. I think we’ve done an excellent job here today with proposing and putting together the finalized budget.” Davis described 2026 as “the toughest budget year in my tenure,” adding the process helped the county “really look to what’s most meaningful and what the true, proper role of government is.” F

November real estate sales drop 9 percent year over year November 2025’s 173 residential real estate sales in Mesa County were down 9 percent compared to November 2024, while active listings were 14 percent higher year over year for November with 694, according to data gathered by Bray & Co. Real Estate. The active listings decreased by 74 from October 2025. November’s median price of $395,000 was down 5 percent year over year, while the average of 66 days on the market was one day less than November 2024. Sellers also received an average of 97.8 percent of the list price, compared to 97.6 percent the previous November. Year-to-date figures through November reflect growth over 2024 numbers. So far in 2025, units sold have increased by 5.8 percent, rising from 2,473 to 2,616, while total sales volume has increased 8.7 percent, with a total of $1.22 billion compared to $1.12 billion in 2024. The most popular price range for residential sales is $300,000 to $399,000 with 773 sales year to date (as of

Nov. 30), followed by 556 sales in the $500,000–$749,000 range, 514 sales in the $400,000–$499,000 range and 332 sales in the $200,000-$299,000 range. Three residential properties sold for $1 million or more in November, bringing the year-todate total to 100. Through Nov. 30, the most popular area to buy is North Grand Junction with 364 sales, followed by Grand Junction City at 349, Northeast Grand Junction at 341, Southeast Grand Junction at 282 and Fruita at 266. Orchard Mesa has 262 sales so far in 2025, while Redlands has 258, Clifton has 195, and Loma/Mack/Northwest/West has 133. Single-family building permits are down 1 percent year-to-date at 621, compared with 626 a year ago. Average months of inventory currently sit at 4.0 months. The North Grand Junction area currently has the most active listings with 111, followed by Redlands with 80, Northeast Grand Junction with 67 and Grand Junction City with 65.

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Pizza

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MORE ABOUT FORMER JUNCT’N SQUARE OWNERS

The building that housed Junct’n Square Pizza at 119 N. Seventh St. in downtown Grand Junction is owned by Onbelay Estates LLC, which belongs to Jeff Wick, who co-owned Junct’n Square Pizza until he and his family sold the business. Former co-owner Xander Wick said a new restaurant will move into the building, and the Abeytas will operate Junct’n Square Pizza out of food truck until the restaurant they are building in the Riverfront at Las Colonias development is ready. Photo by Tim Harty. Continued from Page 2 That will change in the restaurant’s new building. Oh boy, that’s going to change. Aaron said the new building will have an indoor-outdoor bar, the kind of bar that people frequent just to drink. Then, by the way, they can order pizza, too. “We’re going to make sure that there’s that full indoor-outdoor bar on the bottom level, so that people can enjoy outside seating and dining and then be able to walk straight up to the bartender there if they’re getting drinks or making orders for something else they would like,” he said. The building also will be two stories with the second story being about half the size of the building’s base, but large decks will make up for some of that smaller indoors area on the second floor. Some deck areas will be covered, providing shade and protection from the elements outdoors. In addition, customers who prefer outdoors dining will have several domed areas on the premises to use for groups of four to five people. Those domes also will be warm in the winter, capable of being used year-round. Aaron said another feature that will be new to Junct’n Square Pizza will be a small stage for live music and comedians, “so that we can have some kind of live entertainment as often as we possibly can.” Taking care of veterans Aaron said he and Ernie are military veterans,

and they want to be sure to offer discounts for veterans. Aaron said of his father, “It’s something that he believes in wholeheartedly, giving back to our veterans. He’s been at the VA (Hospital) working as an RN for the last 30 years, so he wants to have some sort of specials, incentive or discount for veterans and service workers alike, to be able to provide an additional discount to the people who served our country.” Ready for the river-trail users Another group that Junct’n Square Pizza wants to make feel at home is the outdoor-recreation crowd. “We’re going to really try our best to accommodate all of our sports enthusiasts, like bikers and things of that nature, hikers, people who have dogs, go on dog walks and stuff like that,” Aaron said. “We want to be very inclusive with pets. We’re huge pet people, so we’ll have a huge area, open area outside for bringing your pets and things of that nature, and we completely encourage that.” The new location won’t have the downtown traffic, both vehicular and pedestrian, but it will be right next to the Colorado Riverfront Trail and ready to serve the people who use it. “I just know that the traffic there is high with bikers and dog walkers and stuff,” Aaron said, “and we just want to make sure that they know that they’re completely welcome.”

Xander Wick’s last day as a co-owner and manager of Junct’n Square Pizza was Dec. 13, marking the end of a six-year run for the 25-year-old. That’s right, he started there at age 19 and immediately was greeted by the challenge of the COVID-19 pandemic. Wick said he’s grateful for the experience, all of it. “You know, I’ve really had a unique opportunity to learn a lot,” he said. “Taking over a restaurant during COVID, it’s not an easy task, but you know, we’ve done a really, really great job here. I’m really, really proud of that.” He oversaw improvements, including the introduction of a food truck and a doubling of alcohol sales despite the limited space in the building at 119 N. Seventh St., which couldn’t accommodate a full bar. As much as he enjoyed his time with Junct’n Square Pizza, Wick knew it was coming to an end. He said the restaurant and its assets had been on the market for a year until the Abeyta family (Aaron, Mariel and Ernie) bought it. “It’s a very happy sell,” Wick said. “Mostly, I’ve loved what I’ve been doing for the last six years, but I’m ready for that next challenge.” Time to learn the law The next challenge, by the way, is law school. Wick said he starts at Washburn University Law School in Topeka, Kansas, in January. It’s an opportunity for which he is “very thankful” and “really excited.” What kind of law he’ll eventually practice is to be determined, as he said, “I don’t know that yet. … I’m just being as open-minded as possible.” Wick said he had the opportunity to shadow attorneys in the 21st Judicial District Attorney’s Office, and “I really enjoyed getting to see what they do.” Helping the new owners The Abeytas bought the restaurant, but the building remained with Onbelay Estates LLC, which belongs to Xander Wick’s father, Jeff Wick. As a result, Junct’n Square Pizza will operate out of a food truck until it’s new home in the Riverfront at Las Colonias development gets built. The Abeytas will lease the food truck owned by the Wick family. Xander Wick said the food truck was a great addition during his time with Junct’n Square Pizza, and he bought it from Michael Morelli, who operated Michael Angelo’s Wood Fired Pizza from that truck before retiring. “It’s a really nice food truck, phenomenal food truck,” Wick said. He then praised Morelli, saying, “Great guy. He taught me a lot about pizza and kind of how to run a food truck.” Peche owners moving in Xander Wick said Matt and Ashley Chasseur, owners of fine-dining restaurant Peche in Palisade, signed a lease and will put a new restaurant in the former home of Junct’n Square Pizza, which has been in business since 1977. Wick said he can’t provide details about the restaurant the Chasseurs plan to put there, and The Business Times was unsuccessful in its attempts to call the Chasseurs at Peche prior to this edition’s deadline. One thing Wick knows is the building is more than 100 years old (built in 1917), and “there’s a lot of work that has to be done there.” Appreciative customers Wick said he sent out a lot of emails to notify people that Dec. 13 will be the last day for the Wick family as owners. In return, he received a lot of responses with a lot of gratitude. “I’m overwhelmed by the support and by the thanks of our customers and urban groups that have reached out and said how much they enjoy coming to eat here over the last 50 years,” he said “Obviously, my tenure has been six years of that, but it’s been a wonderful experience to be able to be a part of that.”

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Market

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December 17 - 24, 2025

delivery, which usually is UberEats if the delivery is within a 10-mile Continued from Page 4 radius. Otherwise, the Woods or one of their sons do the delivery. “We wanted 20 to 25 vendors before we launched it to the To put the 10 percent platform fee in perspective, Jamie pointed public, which is where we’re at right now,” Courtney said during a out a farmer who makes a sale on FarmersMarket.Store, keeps 90 Dec. 2 interview. “We just barely started to put the word out. Other percent of the retail price. If they sell their produce to a large grocery than social media, last weekend was our very first festival that we store, they get back only half of the retail price. started to really promote purchasing products on the website.” “It’s way below industry standard,” Courtney said of The Woods are starting to see the fruits of their labors. Incremental FarmersMarket.Store’s take. “We think we can build a business as those results may be, they said each sale seems to draw positive around that. We still believe we can. It just takes a lot of volume, feedback and potentially spurs another sale. a lot of community change of how they think about the shopping.” “We’ve just barely started,” Courtney said. “But we’ve seen Courtney reiterated FarmersMarket.store is just getting started, traction, we’ve seen the growth. Just last week, we had three orders but he is happy to see there has been excitement about sales. come in for our chicken guys, so it’s slow, but steady. I think it “We’re just seeing those initial sales pop off,” he said. “But the really was important for us to get a good variety of products on there excitement, I don’t think I’ve ever been in a business where when we before we could expect sales to come.” tell a potential customer about it, they’re so excited to use it. Jamie added, “Our chicken farmers, they’re out by Delta, so they “Mary’s Mountain Cookies (in Fruita), we left them a flyer were selling mostly at farmers market in Palisade on Sundays, and they Jamie and Courtney Wood from and they called us a few days later. Same thing with several of our switched that to going to Tractor Supply every Sunday. They’ve been vendors. It’s just been like, ‘This is what we need.’ So, they’re telling happy to have some extra orders, new people seeing them, coming and FarmersMarket.Store. us they want it. They’re telling us they love it. That keeps us motivated to keep doing it, getting their chicken and eggs, so they’ve been really grateful for the extra business.” Where FarmersMarket.Store makes its money is a percentage it draws per sale, “a 10 because it’s going to take time. We have to be patient with this type of business and just percent platform fee, and that’s all,” Courtney said. And then the vendor has to pay for the build it slowly.”

MORE ABOUT FARMERSMARKET.STORE For more information about FarmersMarket.store: • Go online to farmersmarket. store. • E-mail co-owner Courtney Wood at cwood@farmersmarket.store. • Call 707-264-9424. FarmersMarket.Store does not have a brick-and-mortar location, but it plans to get one as the business grows.

Who’s available in the store? FarmersMarket.Store currently has 24 businesses selling items on its website. They are: • Abbey’s Eden • Boekel Farms • Colorado Gold • Colorado Legacy Coffee Roasters • Cross Rafter C Ranch • Decadence Gourmet

• Dough Pros • Early Morning Orchard • Elemental Wellness Shop • Grand Valley Micro Farms • Happy Hive Farmstead • Harding Homegrown • The High Lonesome Ranch • J & D Heirloom Seeds • Mary’s Mountain Cookies

• New Way Refillery • Palisade Kombucha • Pinon Kitchen Co. • Skip’s Farm to Market • The Stone Fruit Company • Trail Cookie • WannaBee Farm Honey • Weekly Harvest Box • Wild Child

December 17 - 24, 2025

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December 17 - 24, 2025

Publication deems St. Mary’s Regional Hospital among ‘Best for Maternity Care’ U.S. News & World Report named Intermountain Health St. Mary’s Regional Hospital in Grand Junction to its 2026 Best Hospitals for Maternity Care for mom and baby outcomes, education and patient satisfaction. According to a news release from Intermountain Health, Intermountain hospitals earned a high-performing designation in recognition of: maternity care for uncomplicated pregnancies in areas such as cesarean in lower-risk pregnancies; vaginal births after C-section rates; newborn severe complications rates; birthing friendly and education practices; and outcome disparities based on race/ethnicity, among other measures. Across the health system, 26 Intermountain Health hospitals in Utah, Colorado, Idaho and Montana received the maternity-care recognition from U.S. News & World Report for 2026, which is more than any other health system in the country, the news release said. “This recognition is meaningful because it reflects what families experience at the bedside: safe, consistent, high quality, compassionate care,” said Sean Esplin, a maternal fetal medicine physician and senior medical director for women’s health clinical programs at Intermountain Health.

“Our clinical program has worked across hospitals to align on proven evidence-based care practices to lower cesareansection rates in low-risk pregnancies, thoughtfully support VBAC deliveries, reduce newborn complications, elevate patient education, and advance equity so every mother and baby can expect excellent outcomes.” Intermountain Health is committed to providing the highest quality care to its newest patients, improving outcomes and access to care within its six-state region, the news release said. For example, Intermountain recently announced an innovative care program for pregnant and postpartum women with hypertension, and published a study identifying hypertension risks during pregnancy. St. Mary’s Regional Hospital was also recognized with the Celebrate 6 Award of Breastfeeding Excellence earlier this year for implementing six of the Baby-Friendly Initiatives Ten Steps for Successful Breastfeeding. For more information regarding Intermountain Health pregnancy and maternity services, please visit intermountainhealthcare.org/services/womens-health/pregnancy. F

HopeWest COO Rock retires, ends 44-year career Georgia Rock, Chief Operating Officer at HopeWest, is retiring after a 44-year career in healthcare. She will conclude her role at the end of the year. According to a news release from HopeWest, Rock was an integral part of the HopeWest team for the past eight years, bringing exceptional leadership, compassion and dedication to its dementia support, PACE (Program of All-Inclusive Care of the Elderly), palliative care, hospice and bereavement programs. Rock said one of the most rewarding parts of her role was shaping a generation of new leaders, whom she is confident will carry Georgia Rock forward the mission of HopeWest with heart and dedication. Looking back on her career, Rock says the most important thing is to work for organizations that share your values. And

during the tough conversations, she says, “Always be humble, kind and speak the truth in love.” Rock earned her undergraduate degree in communication disorders from Colorado State University before starting her career in healthcare administration and later obtaining her MBA. She joined Aegis Home Health Services in 1982, then worked with the Visiting Nurses Association from 1988 to 1996. She then spent 22 years at Pathways Home Health and Hospice, a communitybased nonprofit in northern California, before joining HopeWest. Returning to Colorado, Rock concluded her career at HopeWest, where she says she has had the honor of supporting numerous families and connecting with countless friends, donors, and neighbors. She also met her husband, Kerry Fordyce, as a result of her move to Grand Junction. “Through Georgia’s tireless work, she has guided our teams in delivering exceptional care to our patients and families, strengthening our mission at every step,” said Deneen Silva, president and CEO of HopeWest. “I share my deepest gratitude with Georgia for her unwavering service and incredible impact on this organization and the communities we serve.”

The Business Times 609 North Ave., Suite 5 Grand Junction, CO 81501 (970) 424-5133 www.thebusinesstimes.com The Business Times is published weekly and distributed throughout Grand Junction, Fruita and Palisade. Advertising rates and deadlines are available upon request. Opinions expressed in this publication are those of the writers and don’t necessarily reflect the views of the publisher, editor or advertisers. Copyright © 2025 All rights reserved Reach advertising at: publisher@thebusinesstimes.com Letters to the editor at: publisher@thebusinesstimes.com Submit stories or story ideas to: stories@thebusinesstimes.com

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Leading with passion: Why loving your business matters Why did you start your business? For many entrepreneurs, the answer is layered. Some wanted freedom, the ability to shape their own schedules, travel when they pleased and escape the constraints of traditional employment. Others dreamed of building something lasting, a legacy to pass down to their children or a venture that could one day be sold for a meaningful profit. Still others were motivated by the promise of financial abundance or by the desire to make a difference in the world while doing work they genuinely enjoy. Whatever your reasons, the question worth asking today is this: Are you still passionate about your business? Do you wake up excited to dive into your day, energized by the challenges and opportunities ahead? Or do you find yourself dreading the work, feeling burdened Marcus by responsibilities that once inspired you? Passion is not a luxury in business – it is the fuel that sustains Straub you. When you love what you do, work rarely feels like drudgery. Instead, it becomes a source of joy, creativity and fulfillment. Ideas flow more easily, self-improvement feels natural, and you are energized by the very act of building and leading. In contrast, when passion is absent, even financial success can feel hollow. Many entrepreneurs start businesses based on what they know, skills they’ve mastered, industries they understand or services they feel comfortable delivering. While competence is important, it doesn’t always align with passion. Some choose ventures solely for their perceived profitability, selling products or services they don’t believe in or wouldn’t use themselves. This disconnect is dangerous. Money alone cannot compensate for a lack of integrity or enthusiasm. If you knowingly sell low-quality or defective goods, or offer services you don’t stand behind, the consequences eventually catch up with you. Customers sense the lack of authenticity, team members disengage, and the joy of ownership evaporates. True satisfaction in business requires believing wholeheartedly in what you provide. Integrity is more than a moral principle; it is a practical business strategy. When you believe in your products and services, you attract loyal customers and retain talented team members. Integrity builds trust, and trust fuels growth. It also enhances your personal enjoyment of the business. Running a company rooted in honesty and authenticity feels good, and that sense of alignment makes the journey far more rewarding. Passion alone isn’t enough. The way you lead your business profoundly impacts your happiness and success. Leadership is not simply about giving orders or managing tasks; it is about setting an empowering example, cultivating talent and creating an environment where people thrive. If you dislike leadership, misunderstand its responsibilities or fail to develop the necessary skills, your enjoyment of business ownership will suffer. Ineffective leadership is one of the most common pitfalls entrepreneurs face. It drains energy, creates frustration and undermines culture and performance. Effective leaders, by contrast, are authentic and human. They don’t pretend to be perfect, but they strive to grow while supporting others in doing the same. They invest in their teams, hire wisely and nurture development. The result is greater job satisfaction, higher productivity, stronger loyalty, exceptional customer service and improved sales. Leadership is a skill that takes time and effort to master, but the payoff is immense: smoother operations, stronger results, and a deeper sense of joy in the work.

No business can thrive without a capable, committed team. Poor-quality team members create stress, erode culture and drain the owner’s energy. This is a challenge worth avoiding at all costs. On the other hand, when you surround yourself with talented, well-trained and enthusiastic people, everything changes. Work becomes lighter, customers are better served and the business grows more sustainably. People who enjoy their work perform at higher levels, and their energy fuels the entire organization. Hiring is both an art and a science, and many business owners benefit from professional guidance to improve their success rate in building strong teams. Through my work as a coach and consultant, I’ve met countless business owners who are financially successful yet deeply unfulfilled. They have achieved the numbers but lost the joy. This is a sobering reminder: Financial success is only one dimension of business ownership. True fulfillment comes when you are passionate about your work, when you believe in your products and services, when you lead with integrity and when you build a team that shares your vision. In that environment, financial rewards follow naturally, but they are accompanied by something even more valuable: genuine enjoyment of the journey. So, ask yourself again: Are you passionate about your business? If the answer is yes, nurture that passion. Protect it by leading well, hiring wisely and staying true to your integrity. If the answer is no, it may be time to realign, because without passion, even the most profitable business can feel empty. 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.

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What to ask before buying a retail property

Investing in retail commercial property is one of the most effective ways to build long-term wealth, generate consistent income and diversify a portfolio. But for first-time investors, retail real estate can feel complex. Strong investment outcomes depend on approaching the process with a clear strategy, an understanding of risk and the ability to ask the right questions. This article outlines the most important considerations for new investors preparing to enter the retail commercial market by offering guidance not only on evaluating properties, but also on identifying opportunities and structuring deals effectively. Finding & Structuring Real Opportunities Many first-time investors begin by looking only at public listing platforms, yet some of the best retail opportunities never make it online. Off-market deals often emerge through broker relationships, Andrea conversations with property managers, monitoring local economic development activity or simply driving established retail corridors Haitz and approaching owners of aging or high-vacancy centers. Over time, investors learn that consistent networking, market awareness and community involvement reveal better opportunities than passive online searches. One approach that newer investors often overlook is seller financing. Many property owners are open to this structure because it can provide steady interest income, defer capital gains or simplify an otherwise complex transaction. When approaching an owner about seller financing, it is important to come prepared with a clear set of proposed terms, including down payment, interest rate, amortization structure and collateral. Presenting a thoughtful business plan and demonstrating a genuine understanding of the property’s operations will make the conversation far more productive. Owners are most receptive when they can see how the arrangement benefits both sides. Evaluating Asset Performance A retail investment begins with understanding the property’s true cash flow. Investors should review income and expense statements, net operating income, leasing activity and any upcoming expirations or tenant improvement requests. A property may appear profitable at first glance, but deeper analysis can reveal challenges such as rising expenses, tenants approaching renewal who may need incentives, or rents that are significantly below market. To gain clarity, first-time investors should request historical financials, compare the property’s rents to local market averages, and create forward- looking projections that model both optimistic and conservative scenarios. Predictable and steady cash flow is especially important in the early stage of building a portfolio. Equally important is understanding the tenants themselves. Retail investment performance often hinges on the stability and quality of the businesses occupying the space. Investors should review tenant financial strength when available, consider how established each business is within the community and assess whether they are paying market-rate rent. The remaining lease term, renewal options, annual increases and overall compatibility of the tenant mix all play a significant role in future income stability. Properties anchored by long-term, well-aligned tenants typically offer lower volatility and more consistent returns. Evaluating how the property fits within the broader market is another essential step. Investors should consider local rental trends, vacancy patterns, consumer traffic and the overall health of nearby retail corridors. A property operating at below-market rents may hold future upside, while one located in an area experiencing rising vacancies may warrant additional caution. A retail property cannot be assessed in isolation; its success is tied to the surrounding economic ecosystem. Understanding Capital Needs Even income-producing properties come with operational responsibilities. Investors should determine whether major building systems such as the roof, HVAC or parking

lot will require repair or replacement soon. Cosmetic improvements, ADA compliance updates or deferred maintenance can also affect short-term cash flow. Obtaining contractor estimates and developing a capital reserve plan ensures the investor is prepared for both expected and unexpected expenses. Lease Structure and Financial Clarity Commercial leases vary widely, and understanding the structure of existing agreements is key to evaluating a retail investment. Triple net leases shift most operating costs to the tenant, offering more predictable income for the owner. Modified gross or full-service leases require varying degrees of landlord contribution, which can impact cash flow if not properly understood. Reviewing the rent roll, lease agreements, renewal clauses and any percentage-rent or expense-reimbursement provisions provides clarity on what the landlord is responsible for and how revenue will fluctuate over time. Financing Considerations for First-Time Investors A common question among new investors is how to secure the significant down payment required for commercial acquisitions. Because commercial lenders generally require 25 to 35 percent down, first-time buyers often leverage a combination of personal equity, strategic partnerships or alternative financing methods. Some build capital by tapping into home equity, using self-directed retirement accounts or structuring deals with investor partners. Others rely on seller financing, which can reduce upfront requirements and make purchasing more accessible. Many investors begin with smaller properties, improve them and eventually use the gained equity to scale into larger assets. Another question new investors frequently ask is why banks require requalification every few years. Unlike residential mortgages, commercial loans often have shorter terms, typically three, five, or seven years, despite being amortized over much longer periods. Banks require periodic renewal, so they can reassess borrower financials, evaluate property performance and adjust loan terms based on current interest rates and market conditions. This process protects the lender but also ensures the borrower remains engaged in monitoring the property’s financial health. Investors should model refinancing scenarios in different market conditions to ensure long-term stability. Financing structure significantly influences investment performance, so it is important to compare fixed and variable rate products, review lender requirements and analyze how loan-to-value ratios affect cash flow. Some investors participate in equity partnerships or pooled investment vehicles, which can expand purchasing power but also require clear agreements regarding profit distribution, decision-making authority and eventual exit strategies. Planning for the Future Every investor should understand how they plan to exit a deal before entering one. Some hold properties long-term for cash flow, while others target appreciation, refinancing opportunities or eventual disposition to another investor or owner-user. The strength of the tenant mix, the property’s condition and the surrounding market all influence eventual resale value. A well-defined exit strategy helps guide operational decisions and supports longterm financial planning. Conclusion Retail commercial properties can be outstanding income-producing investments, particularly for first-time buyers focused on building a foundation of cash flow and longterm stability. By asking the right questions about performance, tenants, financing, capital needs and market conditions, investors can minimize risk, uncover strong opportunities and position themselves for lasting growth in commercial real estate. F Andrea Haitz is a commercial real estate agent for Bray Commercial Real Estate in Grand Junction.

December 17 - 24, 2025

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mpliance

The most serious issue we’re facing is not pardoning Peters from the pokey

sures the

Or … maybe it is. And no, it isn’t deserving of a laughing emoji on Facebook either, as so many Tina existing sycophants are wont to do as a first reaction. Because it isn’t funny. It’s arguably the operating greatest distraction in the recent history of politics. gross or Raise your hand if you thought a criminal from the Junction an impact would become the biggest player in hiding all the crap government is pulling over the citizens in Mesa County, the state of Colorado ntage-rent and, in all too many cases, at the federal level? sponsible But that’s our Tina, and no one knows about interfering with a government process better than our own local martyr and political penitentiary populator, Peters the Great. ant down Frankly, the only folks more dangerous are the ones who have generally glommed on to this criminal, demanding her release, because she personal has “the goods” on election fraud and cheating, which must be Craig Hall hidden somewhere next to the secret files of Bendini, Lambert & t accounts Locke, moving locations daily on a flotilla in the Caribbean. an reduce Seriously, Tina, if you got the goods, please provide them. And don’t do it in a sequel th smaller to “Selection Code.” Once is enough for that “Ishtar”-quality “documentary.” Because the ets. country still doesn’t have enough Rotten Tomatoes to throw at it in the stockade of movies alification that should never have been produced. And that’s even with all the extra rotting tomatoes ter terms, Trump made available by deporting all the pickers – according to democrats, that is. r periods. And worse, there’d be no one to clean up the mess, according to democrats as well. e property And speaking of messes, that’s all we’d get if Terrible (or Terrific, depending on ditions. which Tina tickles your tastebuds) Tina transcends the law and her verdict. Yes, she fits ngaged in this mess to a T. Get it? Sadly, I do as well. scenarios And my biggest problem is I can’t ignore the planks Tina is shoving in our eyes while her supporters pick at bits of sawdust and then claim to see clearly the biggest so it is miscarriage of justice in the history of the Republic. ments and To that I simply call bull-puckey. in equity Here’s why Tina should serve out her sentence, and it comes from personal r but also experience. The fact is: Once Tina gets access (again) to power, she will use it in any way ority and to exact revenge on anyone she thinks has ever wronged her. And with Tina’s personality, that’s almost everyone, and it will eventually be you or me. And there’s no getting around Some hold it, because in time everyone alive will have a problem with what she will do. Tina is portunities someone who lives life by that code. Heck, her current problems are the result of it. I mean, who did you think the Stay-Puff Pillow Man was looking to recruit back in t mix, the

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the day? Exactly. Someone who’d do anything for a few bucks and a little screen time to stroke their ego while convincing them they were saving the Republic. Again, Tina to a T. Ask yourself this: Who do you know who is in a position of authority and charged with protecting the sanctity of anything (in Tina’s case, our election process) who then goes out and breaks the law in destroying that protection and sanctity of the thing they are in charge of? Only a Narcissist is capable of such cognitive dissonance. Tina to a T. For a few pieces of silver, Tina betrayed herself and you and me in the process. Sadly, I don’t even think it was a hard decision. Not for someone who lives in that world. Once you’ve seen the reflection in the water, no narcissist can unsee it for who they are. Now, you may ask how I know this. Simple, I’ve seen Tina in action. I met with her a few years back on my whole “how long can I avoid going weekly brain-struggle” season, and Tina’s claim was she’d get me investors and backers if I created a paper designated to put the local daily out of business. She wanted it destroyed. And why? Because she didn’t like what it reported about her. All it took was two meetings for me to get as far away from Tina as possible. Ironically, when I previously met with many of the now “Free Tina” totalitarians (so much alliteration, so little column) about my “weekly,” they tended to tip toward this same terrible trend (see?). Many of them came with promises of advertisers and subscribers if I’d only create a “right-wing paper.” Folks, that’s not what legit, ethical newspapers do. I save my “crazy” for this space while risking advertisers and readers, always have. To paraphrase Fox, in this paper we (and I) write, YOU decide. Which brings me to the main point of this column. I believe these folks want Tina out of prison for one reason: She’ll do all the damage and mayhem they are afraid to do. And she’ll do it for her freedom, a few bucks and some notoriety as any narcissist would. That’s how Trump got hornswoggled into the pathetic pardon parade. You think Trump’s above being duped? I have two words for you: Covid 19. Yes, Trump’s a narcissist. I don’t desire Tina to become the Zebra Mussel infestation of America from sea to shining sea. Which is exactly what she’d do. And eventually, she’d invade your living water as well. Tina to a T. Keep her where she’s at. In Truth and freedom. F Craig Hall is owner and publisher of The Business Times. Reach him at 424-5133 or publisher@thebusinesstimes.com

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n Timberline Bank program helps fund CMU scholarship Colorado Mesa University and Timberline Bank are teaming to provide the “RoundUp for Rowdy” program through usage of Timberline Bank’s debit card. Participating Timberline Bank customers may opt in to have their debit-card purchases rounded up to the nearest dollar. The difference is automatically transferred from the customer’s Timberline Bank checking account and donated directly to the CMU Century Scholarship, helping expand access to higher education for Mesa County students. The CMU Century Scholarship is a locally focused extension of the CMU Promise, which covers the cost of tuition for Colorado students whose families make less than $70,000 annually. The Century Scholarship is awarded to Mesa County students to help make higher education more attainable. “Round-Up for Rowdy reflects our commitment to community-driven banking, and we’re honored to help expand scholarship support for students across Mesa County,” Timberline Bank Grand Junction Branch President Louise Goodman said. For more information or to enroll in “Round-Up for Rowdy,” visit timberlinebank. com/round-up-for-rowdy.

n Technology, innovation grants awarded to D51 staff Meals on Wheels Mesa County is looking for more volunteers like Terri and Derf Soller, pictured.

n Meals on Wheels Mesa County seeking volunteers, donations

During the holiday season, Meals on Wheels Mesa County encourages the community to consider supporting the program through contributions or signing up to volunteer. There are currently about 300 volunteers that help throughout the year in a variety of ways, according to a Mesa County news release. “The end of the year is always a good time to make a gift,” Meals on Wheels Mesa County Director Amanda Debock said. “During the holiday season we always see an influx of inquiries, because more people are spending time with their families and noticing when someone might need a little more help with meals.” Meals on Wheels Mesa County provides about 450 meals per day, five days per week and is on track to serve about 120,000 meals for the year. About 80 percent of the meals are home-delivered with the remainder served at the program’s dining sites, the news release said. Debock said the cost of producing each meal is about $10.75. While the program suggests a donation per meal of $3.50, there is no requirement that clients donate. Interested participants can complete an assessment form found online at mealsonwheelsmesacounty.org to apply for home delivery of meals. An assessment is also required to apply to receive meals through one of the eight dining sites in the county. Reservations are required for the dining sites, and more information is available online. For more information, call 970-298-9844. To contribute, visit mealsonwheelsmesacounty.org and go to the Make A Donation tab.

n County crack-sealing project set to start in January Mesa County will begin a crack-sealing project Jan. 5, 2026, on neighborhood streets in Fruitvale. The county said in a news release the crack sealing will be done in coordination with Valley Pavement Maintenance on neighborhood streets located generally between F 1/2 Road and Patterson Road and between 30 Road and 32 Road. The news release said the work is part of the county’s ongoing pavement-maintenance program to preserve roadways and extend surface life. The project will be in operation Monday through Friday, 7 a.m. to 5 p.m., weather and daylight permitting. Anticipated completion is late May 2026. The news release said drivers may encounter brief, single-lane closures and minor delays in active work zones. Traffic patterns, detours and lane restrictions may change as work progresses. Residents may request project updates or ask questions by calling the project hotline at 970-549-9504 or emailing mccracksealproject@gmail.com.

The District 51 Foundation announced the eight recipients of its third round of technology and innovation grants, which totaled more $10,000. Each year, the D51 Foundation uses proceeds from its White Iced Celebration and other fundraising efforts to fund specific needs in School District 51. This year, fundraising dollars are being used to purchase technology and innovation products for students, professional learning for staff, and resources for student and staff wellness. “At the D51 Foundation, we recognize that up-to-date technology is essential to the academic growth and long-term success of our D51 students; it’s central to our mission. This work is made possible through the generosity of our donors and supporters,” said Tawni Kelley, president of the D51 Foundation’s board of directors. The third-round grant recipients are: • Cassandra Geske Ross, Emerson Building, $99.99 for a portable computer screen. • Marissa Vrooman, Mount Garfield Middle School, $238 for an Arctic King freezer for science lab specimen storage. • Britni Westbrook, Broadway Elementary School, $3,235 for an Aquos Board. • Jessica McKinley, Monument Ridge Elementary, $1,502 for a Redcat audio-amplification system. • Carla Haas, Mount Garfield Middle School, $280 for an Apple TV component and Apple Pencil. • Greg Bolotin, Redlands Middle School, $1,100 for a 3D printer and filament. • Megan LeVan, Fruita Middle School, $3,235 for an Aquos Board. • Damian Johann, Bookcliff Middle School, $437.85 for a powered mixer and speaker cables for a band-room, soundsystem update. For more information, visit www.d51foundation.org or call District 51 teacher Jessica McKinley with her 970-254-5108 or 970-210-4120. D51 Foundation grant notification letter.

December 17 - 24, 2025

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