SEPTEMBER 9 - 16, 2026
THE DEFINITIVE SOURCE FOR GRAND JUNCTION BUSINESS & COMMUNITY NEWS SINCE 1994
VOLUME 33, ISSUE 36
THEBUSINESSTIMES.COM
Grand Junction faces $6 million structural deficit Brandon Leuallen
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The Business Times
he City of Grand Junction is facing a $6 million structural deficit heading into its 2027 budget process as expenses continue to outpace recurring revenues. Among the biggest challenges to a balanced budget are a roughly $1.03 million Dos Rios debtservice payment, a rural fire-service agreement that costs the city at least $2 million more annually than it receives, rising labor costs and unfunded state mandates. City Manager Mike Bennett and Chief Financial Officer Jay Valentine outlined the city’s financial position during an Aug. 31 City Council workshop as staff had begun developing a proposed 2027 budget. A number of the financial commitments and pressures they are now addressing began before either assumed their current positions, while others reflect broader challenges facing municipalities across the country. “Currently the 2027 balancing gap is $6 million,” Valentine said. “So, if we didn’t add any new staff or any of the one-time requests, this is status quo. We need to tackle the $6 million deficit.” See story on Page 5
Ice cream shop gets new owners Graff Dairy will open earlier and serve coffee — See Page 2
Graff Dairy’s new owners are Jordan Burge, left, with 4-year-old daughter Eleanor, and Maddison Burge, holding 4-month-old son Theodore. The Grand Junction couple officially took ownership with the closing of the sale on Sept. 1. Graff Dairy is renowned for its home-made ice cream, and the Burges hope people will come to know it for coffee, too. Photo by Tim Harty. PRSRT STD U.S. POSTAGE PAID PERMIT NO. 67 The Business Times 609 North Ave., Suite 5 Grand Junction, CO 81501
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SePtember 9 - 16, 2026
No joke: Couple buys Graff Dairy
Jordan and Maddison Burge plan to maintian what made ice-cream shop great, but make changes, such as drive-through coffee Tim Harty
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The Business Times
ordan Burge said he was joking when he asked the question: “What if we buy Graff Dairy?” Maddison Burge was serious when she answered: “Show me the numbers, then we’ll talk.” Those numbers added up to the husband-and-wife duo becoming the new owners of Graff Dairy, an iconic Grand Valley ice-cream shop at 581 29 Road. They closed on the sale Sept. 1, buying only the business, not the building and land that were available if a buyer wanted to package all three. Jordan Burge said he has a background in business consulting, helping businesses determine the problems causing them to struggle, then helping them address the problems. One of the things he did to identify possible clients was look at the listings of local businesses for sale, and earlier this year he saw Graff Dairy listed. But Graff Dairy wasn’t looking to sell because it was struggling. Rather, its owners, Ed and Lloy Beauchamp, were looking to retire. When Jordan took a closer look at the business, he determined, “There’s a lot of opportunity in Graff Dairy.” So, when Maddison told him to show her the numbers, Jordan said he was shocked, because he acknowledges, “I’m the optimistic person.” Or, as Maddison put it, “He’s got stars in his eyes.” And Maddison is the realist, or as Jordan put it, “She’s the person that brings me back down to earth.” So, when Jordan asked her, “What if we buy Graff Dairy?” he was sure he knew the answer. The only question was how emphatically Madison would say, “No!” When he got the equivalent of a “maybe,” Jordan said, “I was like, ‘It’s go time!’” Jordan and Maddison are from the Grand Valley and were familiar with Graff Dairy and its solid reputation in the community as an ice-cream maker. They want to maintain that. But they also want to make some sensible changes to grow the business, and Jordan thinks he’s the go-getter Graff Dairy needs “to be able to take this business to the next step.” Sitting in Graff Dairy’s second-floor conference room with Maddison on Sept. 2, their second day as owners, Jordan said that next step starts with “implementing things that make it easier for Graff Dairy on the operational side, some things that are gonna keep it affordable, cheap. I’m renegotiating all the goods that we buy, so that we don’t have to raise prices. And as long as that happens, I think the community will be happy.” And the Burges are wasting no time in adding an important new item to the menu: coffee. They anticipated Aug. 4 being the first day serving coffee drinks, and that means opening at 7 a.m. every day. “Graff Dairy has about an entire one-mile radius of a monopoly for a drive-through coffee shop,” Jordan said. “You know, the closest one is Dutch Bros (Coffee), and just looking at that line, driving through in the morning, if you want a quick cup of coffee, you’re probably not going to go there, because it’ll take 15 minutes. So, that’s the very next step is kind of going full blast with the coffee.” For other changes, the Burges are going to ask customers for their thoughts by “doing a community-wide survey for anybody who wants input” about what Graff Dairy offers for food and ice cream and drinks. “A lot of people don’t like change unless they feel like they have a hand in it,” Jordan said. “So, I want to make sure that this community feels like they have a hand in the next step of what we’re going to do.” See GRAFF DAIRY on Page 6
Maddison Burge, left, and Jordan Burge, stand in front of Graff Dairy on Sept. 2 with their infant son Theodore, being held by Mom, and daughter Eleanor, standing in front of Dad. The Burges bought the business, officially taking ownership on Sept. 1, and among their first orders of business were adding coffee to the menu, changing the opening time to 7 a.m. daily, deep cleaning the premises and adding self-ordering kiosks. Photo by Tim Harty.
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September 9 - 16, 2026
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Interest, expertise growing in graywater
As irrigation season ends early, graywater could offer another water source to keep trees and shrubs going Brandon Leuallen The Business Times
With irrigation water being shut off early in parts of the Grand Valley this year and uncertainty surrounding future water supplies, local landscaper Dalton Bentler believes reusing water that already passes through homes could become increasingly important. Bentler, owner of Rocky Mountain Landscape, has been traveling outside the Grand Valley for specialized training in graywater systems, which reuse water from sources such as washing machines, showers and bathroom sinks rather than sending it directly to the sewer. The Business Times recently examined how graywater, rainwater and stormwater harvesting are being used in other arid Western communities and their potential applications in the Grand Valley. This followup looks more closely at what is currently allowed in Grand Junction for graywater specifically, including the incentives available to residents. He said the practice makes particular sense in a region where keeping landscapes alive can require substantial irrigation, while irrigation supplies themselves face intermittent shortages and early shutoffs. “We need six winters – that’s what the water commissioner is saying – of consistent downpour of winter snow,” Bentler said. “That’s what we need to get back on track, and I don’t think that’s going to happen.” Bentler believes those conditions could eventually push more residents and businesses to consider reusing graywater throughout the year, particularly if water shortages persist in future years. The city legalized graywater reuse in 2022, offers financial incentives to help pay for systems and has held educational workshops. City of Grand Junction Interim Utilities Director Ashley Firl said no one has yet pulled a permit for a formal graywater system, although residents may be reusing small amounts of household water through simpler methods that do not involve installed systems. That may be partly because the infrastructure and workforce needed to make the practice accessible are still developing. A xeriscaped planting bed installed by Rocky Mountain Landscape demonstrates the type of landscaping Bentler is one of a small number of local where a laundry-to-landscape graywater system could provide drip irrigation to plants between rain events, landscapers already trained and certified in graywater reducing reliance on potable or irrigation water. Photo courtesy of Rocky Mountain Landscape. systems and is pursuing additional certifications that would allow him to install a wider range of systems Starting with the washing machine for graywater landscape irrigation. Bentler said he is a certified installer listed on an EPA One of the simpler approaches is a laundry-to-landscape system, which Bentler has website serving the area from the Grand Valley to Telluride. trained to install. Bringing graywater expertise to the Western Slope He described a system in which a diverter valve allows water discharged from a Bentler became interested in graywater while researching water-conservation washing machine to take one of two paths. When irrigation is needed, appropriate wash programs that could help customers reduce the cost and water requirements of their water can be directed outside through a gravity-fed irrigation system. When it isn’t landscaping. That research eventually led him to training in Denver. needed, the valve sends the water to the sewer. “I’ve been trying to get the word out for graywater, because I’ve been going to That does not mean permits allow residents to simply run a washing-machine hose Denver to get these classes,” Bentler said. onto their lawns. He said the city of Grand Junction recommended the classes to him. He has received Firl also said conventional sprinklers cannot be used to distribute graywater. It must training in laundry-to-landscape systems and is pursuing additional certification that instead be delivered below the surface or into appropriate mulch beds, and the system would allow him to work with more complex graywater systems. cannot allow graywater to pool where people or pets could come into contact with it. Bentler said one of the challenges is that relatively few people on the Western Slope The city also requires systems to be permitted before installation. are familiar with the practice. Firl said updated regulations reduced the required burial depth for some subsurface He said a lot of people in Denver are starting to set up systems and he is going there graywater irrigation from four inches to two inches. Sept. 19 to help install a laundry-to-landscape system. The city has developed guidance for plants suited to local soils and subsurfaces on Firl identified the availability of trained installers as a challenge as well. Professional its Grand Valley all-star tree list. organizations are beginning to provide training and certifications for landscapers and Incentives and education irrigation companies, but the specialized systems are not something every contractor has Grand Junction has tried to lower some of the barriers through rebates and education. experience installing. The city pursued Colorado Water Conservation Board grant funding to provide incentives For homeowners interested in graywater, that creates a basic problem: finding for qualifying laundry-to-landscape components, graywater irrigation and treatment systems. someone who knows how to install a legal system correctly. See GRAYWATER on Page 8 Bentler hopes to help fill that gap.
September 9 - 16, 2026
The Business Times
City budget strained by Dos Rios debt, regional fire agreement, unfunded mandates, rising labor costs
Continued from Page 1 The gap exists before approximately $7 million in one-time requests and $7.9 million in additional position and salary requests, including $5.5 million for public safety, are included. Combined with the existing gap, the additional requests bring the total amount under consideration to approximately $20.9 million, although many of the new requests can be deferred or rejected. The city’s presentation shows an imbalance developing over several years. From 2021 through 2026, ongoing revenues increased about 30 percent, while ongoing expenses increased 53 percent. The city’s recurring operating margin declined from an $11.3 million surplus in 2021 to $8.3 million in 2022, $6 million in 2023 and $3.6 million in 2024. It moved to a $600,000 deficit in 2025, followed by a $3 million deficit in the 2026 adopted budget and a projected $6 million gap in 2027. Bennett and Valentine emphasized the problem is not the result of a single decision or budget year. Bennett also declined to use hindsight to disparage decisions made by previous administrations and councils. “We have the luxury of hindsight and we have the luxury of trends, and we’re using those to look forward at how do we fix this structural deficit,” Bennett said. Dos Rios development leaves debt obligation One of the clearest examples of an earlier financial commitment affecting the 2027 budget is the Dos Rios development along the Colorado River. TABOR generally requires voter approval before Colorado municipalities take on multi-year debt. Under former City Manager Greg Caton, rather than asking Grand Junction voters citywide to approve debt for the Dos Rios project, the city financed infrastructure for the speculative development through a structure involving the Dos Rios General Improvement District and Downtown Development Authority, with repayment expected to come largely from tax revenues generated as the property developed. Portions of Dos Rios have since been developed, including part of the Crawford Row townhomes, Starbucks and the Confluence Center, but the broader mixeduse project has developed more slowly than anticipated. Construction on the second phase of Crawford Row resumed this year after a delay. The city’s 2027 budget presentation says, “Dos Rios GID development stalled.” The city remains responsible for the debt and expects to pay approximately $1.03 million in Dos Rios debt service in 2027. Valentine said the debt had been modeled around future economic activity at the development. Later in the workshop, Bennett said the city may need to revisit existing agreements as it looks for ways to address the structural deficit, specifically pointing to economic development efforts and agreements along the riverfront. Federal relief ends as ongoing costs remain The expiration of federal pandemic-
relief funding is another challenge facing municipalities. The city’s presentation describes an “ARPA cliff” and the current national fiscal environment as “post-relief budgeting.” Federal American Rescue Plan Act money temporarily provided local governments with additional resources, but one-time funding cannot permanently support services and expenses that continue after the money disappears. That problem extends beyond Grand Junction. The city characterized the expiration of pandemic assistance as part of a broader squeeze facing state and local governments as revenue growth slows and federal relief ends. Previous budget fixes deferred expenses Bennett and Valentine also described previous budget-balancing methods that did not permanently address the difference between recurring revenues and expenses. Those included delaying vehicle replacements and preventative facility maintenance, shifting eligible expenses to enterprise funds and using accumulated balances in internal funds. Valentine described those options as “one-time levers.” “It shields you from reality, for lack of a better word, for that one year, but it hits you the next year,” he said. The city’s vehicle fleet now averages 14.2 years old compared with a target of approximately 7.5 to eight years. “We make it work. And we make it work. And then we make it work,” Bennett said. “And all that continues to compound into where we’re at today.” Wages rise as city competes for workers Personnel expenses represent the largest source of increasing recurring costs, but officials said controlling them must be balanced against the city’s ability to recruit and retain employees. Turnover is running near 12 percent, while vacancies take approximately 102 days to fill. The city has made market adjustments and compensation changes to remain competitive with other municipalities. The hourly police officer rate increased 63 percent, from $33.78 in 2021 to $54.99 in 2026. Police corporal rates increased 59 percent and police sergeant rates 58 percent. Fire engineer rates increased 71 percent, firefighter rates 44 percent and fire captain rates 33 percent. The city said those adjustments addressed recruitment, retention and market-competitiveness problems, but also permanently increased its recurring wage base. Compensation is projected to increase approximately $7.3 million, or 9.5 percent, including a $1.3 million placeholder associated with the city’s compensation study. Cost of living adds another challenge. Mesa County remains more affordable than many areas of Colorado, but Grand Junction competes for employees within a state where housing and other living expenses are high compared with much of the country. See CITY BUDGET on Page 9
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Graff Dairy
Continued from Page 2 In addition to coffee, the drinks menu will add refreshers (cold, fruit-flavored beverages). And because coffee’s caffeine isn’t enough for some people, there will be some Red Bull-infused drinks, as Maddison acknowledged she wants them on the menu. “Red Bull and Italian cream soda, unfortunately, is my vice,” she said and added with a laugh, “so we’re excited to add it to the menu.”
The Burge family, Graff Dairy’s new owners, left to right: Jordan, Eleanor, Theodore and Maddison. Photo by Tim Harty.
While there will be changes to the menu, the Burges will limit them. “I don’t want to go crazy with the menu,” Jordan said. “I like to watch ‘Kitchen Nightmares,’ so I always like to reference Gordon Ramsay. When you have a very complicated menu, it makes it hard on your inventory, it makes it confusing for customers, and it makes it harder on your employees. “And when you simplify things, when you make things easier for customers, employees, it also makes things easier for business. And so whatever we do, whatever input that we get from the community, it’ll just become our menu in a simple way.”
The Business Times
SePtember 9 - 16, 2026
More About Graff Dairy Sale Emphasizing several things What can customers expect with Jordan and Maddison Burge as the new owners of Graff Dairy, 581 29 Road? Jordan Burge was more than ready for that question, listing consistently high-quality food and drinks, customer service and cleanliness. When it comes to cleanliness, he said, “I’m an extreme stickler on that,” and on Sept. 2, the day after he and Maddison closed on the sale of the business, he said a crew had already gone through and “deep cleaned every nook, cranny and crevice in this building.” When it comes to quality and consistency, he said his standards are extremely high. “The quality that we’re putting out, we’re gonna ensure that it’s consistent every single time,” he said. And for customer service, he said, “We are focusing heavily on customer-service training and how we talk to people when you come into our lobby.” For example, Jordan said Graff Dairy is installing self-ordering kiosks for those customers who want the convenience of technology. But anyone who wants to do things the old-fashioned way, stepping up to a counter and talking to a person who takes their order, they’ll get that. Burge said a Graff Dairy employee is “going to come out to you. They’re going to have a conversation with you. They’re gonna take your order that way.” Everyone walked away a winner Kyle Serrano of Venture Group was the broker for the sellers, Ed and Lloy Beauchamp, in the
Graff Dairy sale. Meanwhile, Katie Davis, who recently bought S.U.R.E. (Straight Up Real Estate) from Dale Beede, was the agent for buyers Jordan and Maddison Burge. The Burges bought the business only, not the building and land at 581 29 Road, which are owned by Darin Carei, who offered both as part of a package if the buyer required the property to be part of the sale. Serrano said the Beauchamps are “very happy with how everything unfolded. They were ready to turn the chapter over to somebody else. … It was important to them who takes over the reins and that they kind of continue on with what Graff is, but improve upon it. And it seems like (Jordan Burge is) going to be doing all those things, and we anticipate he’s going to do a good job. So they were happy with all that, how the transaction went.” Serrano added Carei is fine with keeping the property and being Graff Dairy’s landlord. “He would have loved to sell it, but he’s also fine holding on to it and just renting it out and revisiting that down the road when it makes a little bit more sense for him,” Serrano said. “It was a good win-win-win deal at the end of it.” Looking for more early risers Adding coffee to the menu requires Graff Dairy to open much earlier than it has in recent years, and the 7 a.m. openings will require additional staff. The Burges said they’ve already hired some additional employees, but they still need more, so they are accepting applications.
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Graywater
Dalton Bentler, owner of Rocky Mountain Landscape, is trained and certified to install permitted graywater systems and is pursuing additional certifications that will allow him to install a wider range of graywater systems for landscape irrigation. Photo courtesy of Rocky Mountain Landscape.
The Business Times
Continued from Page 4 It has also held several in-person workshops since adopting its ordinance and developed guidance for homeowners and installers. Firl said they have worked with the Denver Department of Public Health and Environment as Denver develops its own graywater program, including educational materials and installation guidance. The city estimates a household of four could save about 20,000 gallons annually through graywater reuse. Under normal Grand Junction water rates, reducing potable consumption by that amount could represent roughly $90 to $140 in reduced water charges, depending on which consumption tiers those gallons would otherwise fall into. Savings could be greater when drought pricing applies. But the economics vary considerably, depending on the system. Grand Junction estimates subsurface landscape-irrigation systems can cost approximately $200 to $2,000, while more complicated indoor systems can range from $2,500 to $20,000. Firl said one barrier is retrofitting an existing home can add expense as compared to installing a system within the design on a new home. Bentler sees an opportunity extending beyond individual homeowners. Bentler said he is particularly interested in bringing graywater systems to highwater-use commercial properties, such as hotels and colleges, where large volumes of water could potentially be reused.
SePtember 9 - 16, 2026
Girls on the Run hostingCity No Man’s Land Film FestContinu
Heal Girls on the Run Western Colorado The city’ will host its No Man’s Land Film Fest on cost abou Oct. 1, 5-8 p.m. at the Confluence Center of monthly Colorado, 2596 Dos Rios Drive in Grand Junction. Doors and silent auction open atcompared Abou 5 p.m., and films start at 6 p.m. Fund back The evening will feature several short funding a films celebrating women athletes across a 2024 thro variety of outdoor and athletic disciplines. P The even will include light refreshments, The raffle prizes and a silent auction featuring donations from local businesses andof appro expected community members. Dem Tickets are $25, with discounted percent si tickets available for students, coaches and The c alumni. Tickets can be purchased online to provid at gotrwesterncolorado.org/no-mans-land. Space is limited and approximately 50the servic Staff tickets remain. The event is open to all renegotiat ages and genders. Guests are encouraged to bring their own folding or camp chair ifdoes not w arrangem possible. All proceeds from No Man’s Landsubsidize Coun Film Fest will benefit Girls on the Run seriously Western Colorado’s participant scholarship fund, helping ensure every girl who wantsmore sust to participate can access the programservices r regardless of her family’s financial Stou circumstances. described Girls interested in participating, adults interested in coaching and schools interested inpressure. The starting a Girls on the Run team are encouraged without f to contact info@gotrwesterncolorado.org or departme call 970-257-9267.
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 © 2026 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
September 9 - 16, 2026
City Budget
Continued from Page 5 Health insurance is also increasing personnel costs. The city’s self-funded insurance program is projected to cost about 25 percent more than budgeted in 2026, with monthly costs of approximately $2,528 per employee compared with the $2,028 budgeted. About $1.2 million is needed to bring the Insurance Fund back to roughly zero. However, officials estimate selffunding avoided approximately $5.8 million in costs from 2024 through 2026 compared with remaining fully insured. Public safety outgrows dedicated funding The First Responder Fund faces an underlying gap of approximately $3.6 million, with the General Fund expected to transfer about $1.3 million to it in 2027. Demand has also increased as 911 calls up 22.9 percent since 2021. The city receives approximately $3.3 million annually to provide fire service outside city limits, but it estimates the service costs at least $2 million more than it receives. Staff plans to provide the required two-year notice to renegotiate the agreement. Bennett emphasized the city does not want to stop providing the service, but it wants an arrangement that does not require Grand Junction residents to subsidize service outside city limits. Council member Anna Stout said the city should seriously examine whether a fire district could provide a more sustainable way to fund fire and emergency medical services regionally. Unfunded mandates add workload Stout also pointed to unfunded mandates and what she described as reactionary legislation as another source of pressure. The city’s presentation lists “Mandates add work without funding” among six pressures identified across departments, citing approximately 40 law-enforcement
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A sign promotes the planned mixed-use Dos Rios development along the Colorado River in Grand Junction. The city began infrastructure work at Dos Rios in 2019 and completed major public infrastructure in 2022, more than two years before City Manager Mike Bennett took the position on Dec. 1, 2024. Private development has proceeded more slowly than anticipated, leaving the city with about $1.03 million in Dos Rios debt service in 2027, one of the financial obligations contributing to its roughly $6 million structural deficit.
bills along with state housing laws, records and bodycamera workload and water regulations. Complying with those requirements can require additional staff time and resources without providing corresponding revenue. Revenue growth remains limited Grand Junction’s 2 percent sales and use tax generates approximately $56 million and remains the primary source of funding for general operations. The city’s 8-mill property-tax levy has remained unchanged for more than 30 years. Property-tax revenue increased from $8.6 million in 2021 to $12.5 million in
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2026 but is projected to remain at approximately $12.5 million in 2027. Overall, ongoing revenue is projected to increase only $1.9 million, or 1.6 percent, in 2027. Voter-approved revenues dedicated to first responders, capital projects, the Community Recreation Center and parks are restricted and cannot be redirected to general operations. The city also ended 2025 with approximately $48.5 million in its General Fund balance, but Valentine cautioned that fund balance is not recurring revenue. Reserves can provide time to address the problem, but repeatedly using them to cover a $6 million annual gap would not resolve the structural imbalance. City searches for solution City departments have identified more than $1 million in efficiencies, including radio savings, route redesign and artificial-intelligence pilot programs, but the presentation says those savings are “not enough to close a (approximately) $6M operating deficit.” Staff is reviewing department budgets and individual line items before developing recommendations for the city council. Those could include spending reductions, restructuring services, reconsidering existing agreements, limited use of onetime resources and additional recurring revenue. No package of cuts, tax increases or other solutions was adopted during the Aug. 31 workshop. Bennett said restoring structural balance could require rejecting worthwhile proposals. “Sometimes in times like this, it’s where we have to say no to some good ideas to make sure we get everything structurally sound to be able to continue to provide the services at a high level,” he said. Staff is expected to present a proposed 2027 budget to City Council in October, with review and adoption continuing through November and December.
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SePtember 9 - 16, 2026
Sizing up: Frame Depot goes big with store expansion Tim Harty
The Business Times
About 60 feet of wall is going to come down soon, and the separation of the two units in the 9,733-square-foot commercial building at 529 Bogart Lane will dissolve. There will be one unit, one tenant, and Frame Depot will become about twice the store in size. It’s an ambitious move during the year of Frame Depot’s 40th anniversary, but co-owner Claudine Bogart said the timing is right. “This was always my 10-year goal was to expand and have enough business to do that,” she said. Renovation is expected to conclude by mid-October. Then, Frame Depot will have more space for more large tables that will allow it to do more oversize art, which Bogart said the Grand Valley’s frame-shop competition can’t and/or won’t do. “We do a lot of oversize art, and that’s gonna enable us to do that a lot better … because we’re kind of running out of space to do big things,” said Bogart, adding any frame larger than 32 inches by 40 inches, “which is pretty standard in the industry as a regular size,” is considered oversized. Other things the expansion will bring include much more space devoted to gifts, and Bogart said Frame Depot will double the amount of items on its sales floor. A garage will become a workshop, housing a large table saw to cut more of the large frames for oversize art. And a room toward the back of that new space will become an employee break room with a kitchen. That last item actually was the first thing Bogart mentioned, and her voice reflected the excitement about that prospect when she said, “We will have a kitchen and real break room.” The ability to expand arrived last July when former tenant Owl’s Nest Quilters closed up shop for good, but Frame Depot didn’t seize its opportunity immediately. Bogart, who along with her mom, Lois Bogart, owns the building via their LLC, Bogart Properties, first sought another tenant for the open unit. See FRAME DEPOT on Page 12
Frame Depot co-owner Claudine Bogart stands in the middle of the commercial unit that was occupied by Owl’s Nest Quilting until late July 2025. The wall that separates that unit from Frame Depot will be coming down soon, and Frame Depot will occupy the entire building. Bogart expects the renovation to be done by mid-October. Photo by Tim Harty.
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Frame Depot
Continued from Page 10 But about half a year passed, and one possible tenant didn’t pan out, leading Claudine Bogart to think it was time to rethink how to best utilize that space. That led to a conversation with her sister, Tammi Bogart, who along with Claudine and Lois form the trio that owns Frame Depot. Claudine figured it was time to stop kicking the idea of expansion down the road. “I kind of felt like my feet were to the fire,” Claudine said, “and it’s like, ‘OK, Tammy, we Frame Depot co-owner Claudine Bogart need to do something if we don’t want to lose stands in the area where the store sells gifts. She said Frame Depot’s expanthis (opportunity to expand). And we’re gonna sion will allow it to double the amount lose this for who knows how many more years of gifts it displays. Photo by Tim Harty. that next person’s gonna be in there. And I’m like, ‘I really think it’s time that, if we want to do this, I think we need to do it now.’” Indeed, now they’re doing it, and Claudine said it’s exciting for more than the Bogarts. “It seems like our customers are really excited about it,” she said. “Especially being around as long as we have, we have customers from Moab to Aspen, Telluride. All over the Western Slope, people come in to get framing done.” Claudine wishes one other person could see what’s happening at Frame Depot now: her father, Randy Bogart, who died in 2011. Randy started Frame Depot in Grand Junction in 1986 while his brother Jack Bogart founded Art Depot in 1986. And the two businesses operated separately but side by side for many years. “I think that what my dad started will definitely continue,” Claudine said. “I think he’d be super excited, and I bet he’d be very surprised that we’re expanding. We’ve grown a lot since Dad passed away, and I think he’d be very surprised about that.”
More About Frame Depot
Continuing to do the right thing When the renovation is completed, and Frame Depot inhabits the entire building at 529 Bogart Lane, co-owner Claudine Bogart said one thing absolutely will not change. “You know, we’ve done the right thing for 40 years,” she said. “I think people respect us, because we take care of their artwork, and we do things the right way. And if it’s not the right way, we fix it. “You know, we don’t cut corners, so I don’t see any of that changing.” Staff size defies industry norm The expansion of Frame Depot’s store may lead to the addition of an employee or two. As is, Frame Depot has nine employees, which co-owner Claudine Bogart said “is huge for our industry. “Typically in picture framing, you have two or three, maybe four. Most most picture-framing businesses around the country are pretty small, so to have nine and to have this kind of space is very unique.” End of the split entrances One of the things that will go away because of the building transformation into one unit is the current foyer, where customers walked in and either turned right for the Frame Depot entrance or left to enter Owl’s Nest Quilting. “That’s all coming down now,” Bogart said. “You’ll walk in, and it’ll just be in Frame Depot, which will be so nice.”
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September 9 - 16, 2026
The Business Times
County aims to close $12.5 million gap in 2027 draft budget
Mesa County announced it is moving forward with several organizational and financial changes as it develops its draft 2027 budget and looks to close a projected $12.5 million gap between requested expenses and available revenue. On Sept. 2, Mesa County Administrator Todd Hollenbeck provided county employees with an update on the 2027 now.’” Todd Hollenbeck budget process, than theand the county then released that same information to the public in a news release. ally being Since March, according to the news . All overrelease, the county has used priority-based budgeting to review programs based on epot now:legal requirements, community reach and d Junctioncost and value to residents. The review usinessesidentified approximately $4 million in lower-priority programs, efficiencies and . “I thinkother potential reductions. Additional g. We’vechanges must be made to align ongoing at.” expenses with available revenue. The news release said Mesa County expects to return approximately $5.4 million to taxpayers in 2026 as required by Colorado’s Taxpayer’s Bill of Rights (TABOR). Public polling conducted this year showed continued support for keeping the current TABOR obligation. The county will continue to operate within those requirements while monitoring the financial effects. Recent sales-tax and use-tax collections have performed slightly better than budgeted. Through June, sales-tax collections were approximately 0.7 percent above budget, and use tax was 9 percent above budget, and revenues from the two
taxes were 1.4 percent above budget. Personnel costs are the largest part of the county’s operating expenses, and the news release said department leaders are “carefully evaluating vacancies, position needs, staffing levels and organizational structures as part of this process.” The county’s priority is to retain employees where possible and to reduce the impact on filled positions through vacancy management and organizational restructuring. Current cost-cutting strategies being considered by the county include: • Eliminating vacant positions that are no longer operationally necessary. • Reviewing positions that have been vacant for six months or more. • Considering the sale of Mesa County property no longer needed. • Consolidating certain financial functions. • Rebuilding the general-fund balance. • Possibly forgoing raises in 2027. “These decisions are intended to position Mesa County for long-term stability rather than simply balance a single year’s budget,” Hollenbeck said. “Our goal is to create an organization that can continue providing high-quality services while operating within the resources available to us.” According to the news release, some finance positions across the county are being consolidated into a countywide finance team to create “greater staffing depth, shared expertise, backup coverage, consistent processes and the ability to direct resources where they are most needed.” The budget remains under development and will go through the county’s public budget process before adoption. Mesa County will provide another update when the proposed 2027 budget is presented at an Oct. 6 public hearing.
CMU paying D51 concurrent teachers as adjunct faculty
Colorado Mesa University and Mesa County Valley School District 51 expanded their partnership to extend the network of qualified instructors delivering CMU courses at local high schools. Under a new teacher-compensation agreement, qualified D51 instructors will join the ranks of CMU’s adjunct faculty. In addition to adjunct pay, these concurrent enrollment instructors will gain access to university benefits and amenities, including recreation center memberships, library access, professional development through the Center for Teaching and Learning and other campus resources. CMU said in a news release that this arrangement enables top-tier instruction for students without placing additional strain on district budgets. “This partnership exemplifies our commitment to radical affordability and our 10-year vision to increase educational attainment across the region,” CMU
President John Marshall said. “By compensating D51 teachers as CMU adjunct faculty and providing them access to campus amenities and professional development, we compensate local qualified teachers for their collegiate-level instruction while saving local families money on college, all while working with the district to stretch a dollar further.” “This next step in our partnership with CMU creates even more opportunities for our students and our staff,” said District 51 Supt. Brian Hill said. “Our students will have greater access to college-level courses and the opportunity to earn college credit while they’re still in high school, helping make their next step more affordable and attainable. At the same time, this recognizes the incredible expertise of our D51 educators and creates new opportunities for them to grow professionally as members of CMU’s adjunct faculty. It’s a win for our students, our staff and our community.”
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The Business Times
SePtember 9 - 16, 2026
Covered parking with solar power and EV charging now open at airport
The Grand Junction said in a news release. Regional Airport opened The project was funded its new, covered-parking with State Infrastructure facilities on Sept. 1 with a Bank loan proceeds, and ribbon-cutting ceremony. a significant portion of the The enhancement includes investment qualifies for the 100 standard-parking spaces Section 48E Clean Energy and eight accessible spaces Investment Tax Credit. that are available to people The covered parking with disabilities. sits within the main publicFor added convenience, parking lot at the airport. six of the standard spaces After entering the main and one of the accessible lot, guests can access the spaces are equipped with standard spaces from the electric-vehicle chargers. A south side of the parking key feature of the project lot. The accessible spaces is the installation of a can be accessed by staying 668-kilowatt rooftop solar on the north side of the array that is expected to parking lot after entering, generate enough electricity as they sit adjacent to to offset the passenger the existing, uncovered terminal. accessible spaces in front “The new covered of the terminal. parking represents the The project is part of type of forward-thinking the airport’s broader efforts investment our community to modernize facilities, expects,” Grand Junction enhance guest experience Regional Airport Board and prepare for continued People gather for a ribbon cutting to mark the opening of the covered-parking area at Grand Junction RegionChair Linde Marshall said. growth in passenger “The wide-ranging benefits al Airport. Photo courtesy of Grand Junction Regional Airport. traffic throughout western of this project – improving Colorado and eastern Utah, the guest experience, greater accessibility, renewable-energy generation and EV-charging the news release said. infrastructure – demonstrate the airport’s commitment to serving the needs of today’s The Grand Junction Regional Airport is a user-fee-funded airport that operates in a travelers while preparing for tomorrow.” self-sustaining manner and is not taxpayer funded. The airport served a record 639,000 The project finished on time and under the $7.4 million project budget, the airport commercial passengers in 2025 and is on pace to break that record in 2026.
September 9 - 16, 2026
The Business Times
Letter to the Editor
We are the West End!
Dear Editor, Where the hell is the “West End?” Mr. Hall asks. We are less than two hours away from where you have lived for the last 26 years. In that time the West End has often made the news, from uranium-mill proposals and the coal plant and mine closures that devastated our economy to a proposed national monument that would cover the entire Uravan Mineral Belt. So, I have to question the breadth of his reading and offer a quick history lesson. The “West End” includes the communities of Nucla, Naturita, Bedrock, Paradox and Redvale in Western Montrose County and Norwood in Western San Miguel County. Water from the San Juan and La Sal Mountains and the San Miguel River feeds the area’s agricultural and ranching communities. Agriculture provides continuity, but mineral development repeatedly created high-wage economic engines. The discovery of carnotite by gold prospectors brought radium, followed by vanadium and uranium. The West End of Montrose County lies in the Uravan Mineral Belt (uranium and vanadium found in the same ore) and the Department of Energy’s Uranium Reserve. Madame Curie obtained her radium for her scientific research in the West End. As demand for radium declined, vanadium became increasingly important because of its use in strengthening steel. The town of Uravan was developed in the 1930s, growing into a company town with a clinic, post office, school, store, recreation hall, pool and housing. In the 1950s during the uranium boom and production of yellowcake in its mill, tent towns spread across the plateau, and the K–8 school grew to 200 students. During World War II, uranium became a strategic resource for the federal atomic weapons program and part of the national mobilization that produced the atomic bomb. Environmental concerns arose focusing on reducing radioactive pollution, and the town was closed. In 1986 the last Uravan resident left, and a Superfund cleanup began, costing more than $80 million. The town is now buried on the hill, along with cherished memories of a vibrant and prosperous time in West End history. As uranium declined, coal and the Nucla power plant became the next major economic foundation, providing decades of relatively high-paying employment and supporting the local tax base. Nucla Station supported direct plant employment and helped sustain related industries, including coal production, trucking, contract services, equipment maintenance and the purchase of operational materials. Built in the late 1950s, the facility supported the region not only by generating electricity, but also by anchoring the local economy. The Nucla Station was a 100-megawatt power plant and an important part of Tri-State Generation and Transmission’s energy infrastructure in western Colorado. Nucla Station became one of the lowest-emitting coal plants of its time by using advanced atmospheric circulating fluidized-bed combustion technology. Economic impacts of the coal plant and mine included about $6 million in payroll and benefits for Nucla Station’s 60 employees in 2013, 31 employees at the New Horizon Mine, with annual earnings totaling about $4 million. Approximately $20.1 million in direct economic impact resulted from Nucla Station’s 2013 operations, including business purchases, employee earnings and transitory-worker spending. About $1,042,400 in property-tax revenue was generated in 2013. The announcement in 2016 and the subsequent closures of the coal mine in 2018 and the coal plant in 2019 – two years ahead of schedule – had a significant negative effect on local businesses, workers and tax districts. The closure resulted in 57 percent property-tax loss to the school district and a 66 percent loss to the fire district. The boom-and-bust economy has taken a toll on the population. The graduating class at Nucla High in 1977 was 78 kids; this year it is 21. In working toward a more diversified economy, we have focused on expanding outdoor recreation with trail development, heritage tourism, supporting our agriculture and value-added agriculture producers, and assisting our small businesses obtain resources to help support growth. State and federal policies are once again dictating new vanadium and uranium mining operations along with energy development that could interconnect with Tri-State’s newly upgraded Nucla-Cahone Transmission Line. In the West End we are the pioneers constantly redefining our economic future based on federal and state policies out of our control. We are resilient, independent, proud of our history, excited about our future, and we love our public lands for the beauty, remoteness and all the resources they provide. We are a small but important and valuable part of the Western Slope, the history of the United States and perhaps its nuclear-energy future. Ask any local “elected” public official, community leader, or local historian – we would be glad to give you a tour. —Aimee Tooker, Nucla
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Customer-experience advantage: Small moments create big loyalty Long-term business success isn’t built on luck, clever marketing or even a great product alone. It’s built on a disciplined commitment to consistently satisfying the wants and needs of the people you serve. Customers don’t walk through your doors by accident. They come with purpose: seeking solutions; comfort; Marcus clarity; convenience; or connection. When Straub you invest the time to understand what they truly want and deliver on it with reliability and care, they don’t just return. They become advocates who bring others with them. The most enlightened businesses recognize their work is fundamentally about people. Transactions may keep the lights on, but human experience builds the future. When you begin viewing your operations through the lens of how people feel, how they’re welcomed, how they’re treated and how they’re heard, everything changes. Satisfaction becomes loyalty. Loyalty becomes reputation. And reputation becomes sustained success. The difference between businesses that create raving fans and those that merely survive often comes down to the “small things.” These aren’t grand gestures or expensive initiatives. They’re the everyday moments that signal care, competence and genuine human warmth. The small things shape big outcomes. Think about the places you love to do business. They likely offer a good product, but that’s not the whole story. You return because of how they make you feel welcome, valued and taken care of. A sincere greeting, a warm smile or a moment of eye contact can set the tone for the entire experience. When customers are met with indifference, they disengage before the interaction even begins. But when they’re greeted by someone who is authentically glad to see them, the experience opens up. That small moment shapes perception, influences mood and creates the conditions for connection. These details may seem minor, but they accumulate. They become the emotional texture of your brand. They’re the difference between being tolerated and being treasured. No one wants to be ignored. Yet, listening is often the first casualty of speed, routine and operational pressure. Customers feel it instantly. Being unheard isn’t just disappointing, it’s disheartening. It weakens trust and erodes connection. Intentional listening is one of the most powerful tools a business can cultivate. When you and your team engage customers with genuine interest, asking thoughtful questions, hearing their answers without interruption
and responding with care, you communicate something essential: You matter here. Listening uncovers what customers actually want, not what you assume they want. It reveals opportunities to exceed expectations. It builds rapport and trust. And trust is the foundation of loyalty. Loyal customers don’t just return, they advocate. They tell others, “You have to go here.” Deep listening isn’t just polite. It’s strategic. It’s a competitive advantage hiding in plain sight. Every business makes mistakes. What separates the exceptional from the average is how those mistakes are handled. Some companies deflect responsibility, minimize the issue or make it the customer’s problem. These choices damage trust and often cost far more than the mistake itself. Exceptional businesses take ownership. They acknowledge errors quickly, fix what they can and do so with grace. This kind of integrity leaves a lasting impression, often stronger than a flawless transaction ever could. It shows customers that they matter more than policies or profit margins. Mistakes are inevitable. Integrity is optional. Choose integrity. At the end of the day, customers remember how they felt. Did they leave feeling heard, appreciated and uplifted? Or dismissed, frustrated and forgotten? Businesses that consistently create positive emotional experiences stand out. They add value not just through quality offerings, but through thoughtful interactions. And value, not price, is what people ultimately seek. When customers leave feeling better than when they arrived, you’ve done more than satisfy them. You’ve created affinity. That emotional resonance is the foundation of long-term success. We all have favorite places to do business. They’ve earned that status by consistently exceeding expectations, not through dramatic gestures, but by caring deeply about the basics and executing them well. Be the business that stands out through integrity, attentiveness and service. Build a reputation not just for what you sell, but for how you make people feel. If any of this feels overwhelming, consider partnering with a coach or consultant who can help you identify blind spots, refine your strategy and build from your strengths. Make customer satisfaction a daily priority. Do the small things well. Lead with integrity. Express gratitude. Because without satisfied customers, success becomes far more elusive than it needs to be. F Marcus Straub owns Life is Great Coaching in Grand Junction. Reach Straub at (970) 208-3150, marcus@ligcoaching.com or through the website located at www. ligcoaching.com.
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SePtember 9 - 16, 2026
If she’s not guilty, we’re all not guilty – and that’s not good And the fact I can write that as a headline proves that I’m probably insane. It’s also the most depressing headline I’ve ever written, because the range of emotions it will stir will run the spectrum on many agendas and feelings, yet it will only serve to destroy what was once the rule of law in our great nation and in humanity in general. After all, what is one law every country on the planet has in its criminal-law fundamentals? If you didn’t guess murder, just stop reading now and kindly excuse yourself from polite society. You’re honestly not needed or desired. There’s never a reason it’s OK to murder. Never an excuse for it. Also, there’s never something made up out of whole cloth to allow someone to get away with it. And that’s exactly what “Not guilty by reason of insanity” is. Some bovine scat made up out of whole cloth to allow in the Clancy Craig Hall case (and others, I know) for someone to literally get away with murder. And it’s a pox on our society (and this just might be that camel straw that severely hastens its destruction) that millions of folks are rooting for this verdict along with donating millions for this insane defense of insanity for Ms. Clancy. All to get away with strangling her three children to death and three years later walking out of a mental institution just in time to celebrate Christmas with her family. Again, I realize this dog and pony show has been tried before, but the actions surrounding this particular trial has this nation on the brink of absolute lawlessness. If you have the money, or found some POS lawyer to take your case pro bono, so they can cash in on other cases (like this POS lawyer is doing in Massachusetts), that is. Fact number one. I think one has to be a touch insane to murder a fellow human being. Very insane to murder one’s own family members. And completely insane to murder their own children. What I’m saying is this: The ONLY other stipulation, besides admission that she did it, the defense should have been made to agree to is the fact that Lindsay Clancy is, indeed, insane. And there goes her defense. Mainly because there should be no defense for murdering one’s own children. But also, because this insanity of a plea is indefensible. Because if temporary insanity is allowed on this most heinous of crimes, why won’t it become the plea of every criminal committing every crime ever committed? After all, Lindsay was only insane for about 20 minutes that day, and that’s her entire defense. And it all started with a little voice she heard saying basically you need to kill the kids. And we allow that in court? That’s, for lack of a better word, insane. So, why not allow it in all criminal courts? How’s this? “I’m sorry your honor, the alcohol got the better of my brain, but I was only drunk for about 6 hours and I’m fine now. I can’t be held accountable for killing that family in that accident.” Or how about? “You know, Judge, I just got swept up in that crowd rioting and stealing and assaulting others because of how things went down in a city I’ve never been to for someone I’ve never heard of. It was just a night of debauchery outside my normal routine of Netflix and chill.”
Maybe this? “Those kids at school were driving me out of my mind, so I had to shoot up the school. But all the other days, I just go to class and take notes and do really good on my tests.” Sounds pretty insane, doesn’t it? But it now applies all the way down to petty stuff. To many folks, it’s insane to bet with your bookie on the Rockies winning the pennant. Right? Well, that’s because a lot of human behavior is insane. The fact that somehow our laws allow for folks to claim it’s temporary in criminality all the way to literally get away with murder is just taking it to the highest level. We live in a day and age where we have all the information and knowledge of the world at our fingertips, yet folks choose to not use any, or little, of it to solve what was ailing their minds. Many choose criminality as the only road to peace, which is why things will only get worse if this ruse works for Clancy. As sane people understand, this verdict will only lead to the opposite for society as it requires, even demands, a verdict outside THE truth. And THE truth in a sane mind knows murder, assault, robbery and criminality are wrong. Why do you think the defense (and Facebook posters) is fighting about everything under the sun except the truth that their client is indeed insane and guilty? Because their client is both insane and guilty. Two things can be true at the same time. Don’t get caught up in the minutiae. That’s all to confuse a jury so it comes back with a “Not guilty by reason of insanity” verdict; a verdict possibility that should have never seen the inside of a courtroom or even been printed on a brief since its insane inception. But we live in a society of Flip Wilson justice where “the devil made me do it” and has the ability to let someone go free, even though we probably can’t say that in society any longer, because it’s an admission God exists. And for insanity pleas, that’s the last place anyone needs God sticking his nose in. But He already did in Line 6 on those marble tablets Moses brought down from the mountain. You’ll notice Mel Brooks hung on to that tablet, so it still applies. It applies so well that literally every civilization on the planet adopted it. But, insanely, that’s why we have all too many lawyers. To get around the law any way possible. The saddest part about that is the loss of the truth in our courts. They’ve become what falsehood or anti-eternal truth someone can argue better. And it’s all about human lust for control over life and death. Frankly, that’s the root of almost every court case we have any longer. And because courts are instituted among men, the decisions made by judges and juries tend to give men more and more of what they want. And what they want is power, particularly the power over life and death … and money. Tell me a decision lately that isn’t about that. Clancy’s sure is both. If we had just removed one word on the insanity plea, none of this happens. How about “Guilty, by reason of insanity?” Takes away any defense. As it should. 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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September 9 - 16, 2026
The Business Times
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The Business Times
n Kraai listed on Coldwell Banker’s 30 Under 30 Coldwell Banker Distinctive Properties announced Skylar Kraai was named one of Coldwell Banker Real Estate’s 2026 30 Under 30, an international recognition honoring the network’s top young realestate professionals. Chosen from affiliated agents across the global Coldwell Banker network, the 30 Under 30 program recognizes rising leaders who demonstrate outstanding sales performance, exceptional client service, Skylar Kraai leadership within their markets and a commitment to their communities. “Skylar embodies everything this award represents,” said Todd Conklin, owner and CEO of Coldwell Banker Distinctive Properties. “He approaches every client relationship with professionalism, integrity and a genuine desire to help people achieve their goals. His work ethic, commitment to continual growth and ability to build lasting relationships have quickly made him one of the emerging leaders in our company. We’re incredibly proud to see him recognized on an international stage.”
n Ellington joins Hormone Health & Wellness staff Hormone Health & Wellness of Colorado announced the hiring of Allison Ellington as its new client relations manager and consultant. In a news release, Hormone Health & Wellness of Colorado owner Trey Graves said Ellington brings more than 15 years of experience centered around what matters most to at Hormone Health & Wellness of Colorado: people. Ellington worked previously for the Grand Junction Area Chamber of Commerce, and the news release said she has focused on building Allison Ellington relationships, educating others, creating meaningful connections and helping individuals and families find the resources and support they need. “Her experience has taught her the importance of trust, compassion and truly listening to people,” Graves said. “That philosophy makes her a wonderful fit for HHWOC.” Ellington takes over for Ashlie Zimmerman, who left Hormone Health & Wellness of Colorado after six-and-a-half years. “We are incredibly grateful for the time, energy, compassion and dedication she gave to our clinic and the relationships she built with so many of you,” Graves said. “We wish her nothing but the very best as she begins this next chapter.”
n GVP donates $15K to support Snyder Fire firefighters Grand Valley Power’s board of directors unanimously approved a $15,000 contribution to the Snyder Fire Firefighters Benefit Account established at Alpine Bank to benefit the five firefighters and their families affected by the Snyder Fire. Four firefighters lost their lives, and one was injured while battling the Snyder Fire, which burned nearly
SePtember 9 - 16, 2026
30,000 acres northeast of Glade Park near the Colorado-Utah border. “Wildland firefighters put themselves in harm’s way to protect our rural communities and lands,” said Grand Valley Power Director Janie VanWinkle. “We can never repay those who have given their lives in service to our communities, but we can stand behind their families and support those who have sacrificed so much.” The Snyder Fire burned into Grand Valley Power’s service territory, directly affecting the cooperative and some of the members it serves. During the fire, Grand Valley Power deenergized lines serving a handful of members to protect emergency responders and property.
n Museum hosts annual Chautauqua event Sept. 12 The Museums of Western Colorado will present the 20th annual History Alive Colorado West Chautauqua on Sept. 12 from 10 a.m. to 8 p.m. at Cross Orchards Historic Site, 3073 F Road in Grand Junction. The event is free and open to the public. This year’s theme, “Liberty’s Legacy,” commemorates Colorado’s 150th anniversary and America’s 250th anniversary through a full day of storytelling and living history. The event features nationally recognized Chautauqua scholars: ● Karen Vuranch as Mother Jones, the fierce labor organizer of the late 1800s and early 1900s who championed miners, workers and children in the fight for fair labor practices. ● Doug Mishler as Thomas Paine, the influential writer and political thinker whose revolutionary pamphlets helped ignite the American Revolution. Young Chautauqua performers from Stages of History will also portray historical figures connected to these landmark anniversaries. This year’s History Alive Colorado West Chautauqua is made possible through the support of Lois and Edward Gardner, Mesa County Libraries and Colorado Humanities.
n GJ Chamber offers ELEVATE mentorship program The Grand Junction Area Chamber of Commerce is launching ELEVATE Mesa County, a new 10-week mentorship program connecting emerging professionals with experienced leaders for meaningful one-on-one mentorship, professional growth and connection. Applications are now open for the inaugural Fall 2026 cohort, which will run October 6 through December 8. The chamber is seeking emerging professionals ready to grow and experienced professionals willing to share the perspective they have gained throughout their careers. Participants will be intentionally matched based on their professional goals, experience and what they hope to gain from mentorship. Deadline for applications is Sept. 25. Mentee investment is $250 for chamber and Young Professional Network members or $350 for nonmembers. There is no cost for mentors. For more information, go online to gjchamber.org/elevate.
Business Bites Raising Cane’s eyes GJ
Raising Cane’s Chicken Fingers had a pre-application conference with the Grand Junction Planning Department in August, looking into developing a 2,821-square-foot drive-through restaurant at 2440 U.S. Highway 6&50. Barbecue restaurant Famous Dave’s already has a 6,729-square-foot restaurant on the 1.12-acre lot that is zoned mixed-use commercial.
HomewardBound interim director
HomewardBound of the Grand Valley announced on Sept. 1 that Chris Masters is its interim executive director. He has been an employee of the organization for five-plus years and most recently had been its chief operating officer.
Pinspiration permanently closes DIY craft studio Pinspiration Grand Junction, 2650 North Ave., Unit 117, in Red Cliffe Point Shopping Center, announced in a Facebook post: “After 3 unforgettable years, we have made the bittersweet decision to close our studio doors, effective August 22nd, 2026.” And its website’s homepage, www.pinspiration.com/locations/grandjunction, says in bold, red letters: “This Studio is Closed.” Underneath it in smaller letters is: “We’re sorry, this location is permanently closed.”
September 9 - 16, 2026
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The Business Times
SePtember 9 - 16, 2026