The Grand Junction Economic Partnership had a banner year for economic impact on Grand Junction and the surrounding area.
n Purrl’s Tea & Curious
Sedona Moon opened Purrl’s Tea & Curious on March 27 at 2829 North Ave., Unit 203, in the Solarus Square building.
4
5
n Clifton Farmers Market to grow
Set to kick off on June 7 and run through October 25, the Clifton Farmer’s market will move to Saturdays to encourage growth.
10
n Museums of Western Colorado accredited
Highest national recognition was awarded to Museums of Western Colorado.
City of Grand Junction and Bruin Waste had the same idea about creating a center for sorting recycling materials in Grand Junction, so they’re partnering to do it. — See Page 2
12
n Cooking classes & cupcake wars for kids
Chef Kalyn Lapidus is offering a number of kids cooking classes.
15 The City of Grand Junction does its own sorting of recyclable materials, as evidenced in this photo of aluminum cans it sorted and crushed. However, the dual-stream recycling that the city was phasing in has been so popular that its recycling facility is at capacity. As a result, the city had to halt offering dual-stream recycling to any more of its customers until it can handle additional recyclable materials. Photo courtesy of City of Grand Junction.
page 3
Teaming up to sort recyclables
City of Grand Junction, Bruin Waste Management target mid-2026 for recycling-sorting center to be ready
Tim Harty
The Business Times
Their motivation is different, but their conclusion is the same.
The City of Grand Junction and Bruin Waste Management agree Grand Junction needs a center to sort materials for recycling.
And the discovery of their like-mindedness on the ultimate goal has them partnering as they travel down the road to likely having a regional material recovery facility (MRF) in Grand Junction by mid-2026.
That partnership will look like this: The City of Grand Junction is going to own the building, the land it’s on and the equipment needed to sort the recycled materials. Bruin Waste Management, with its expertise in waste collection and recycling, is going to operate the business.
Where they’re now at in the process is the city is buying an approximately 58,000-square-foot building and 10.5 acres of land at 365 32 Road in the former Halliburton complex from Bruin Waste Management for $5.6 million. Bruin had the property under contract because it thought it was going into this recycling-sorting venture solo.
Grand Junction General Services Director Jay Valentine said it’s close to closing on the property, but it has taken longer than normal because “that whole complex (nearly 44 acres) is all one parcel, and so it’s going through the subdivision process. And from my understanding there’s just a few minor things left to do on that, and so when that actually becomes a parcel officially, then we’ll close on the property. I anticipate that really any time.”
In the meantime, the city put out requests for proposals for vendors to provide AI-powered robots and optical equipment that will do the sorting.
The City of Grand Junction chose Bruin Waste Management to be its partner and operate the facility that the city is purchasing and retrofitting to become a material recovery facility that services the Western Slope. Bruin Waste provides single-stream recycling for much of the Western Slope, but it has to haul the materials to Salt Lake City to be sorted, like these plastic bottles that the City of Grand Junction sorted at its maxed-out recycling-sorting facility. Bruin Waste was going to address the issue by building its own recycling-sorting center, but it shelved that plan when the partnership with Grand Junction materialized. Photo courtesy of City of Grand Junction.
“We had a site visit for any vendors that are interested, and we had very good turnout,” Valentine said. “Vendors from all over the country and Canada came, so we anticipate some quite competitive offers for the equipment.”
The equipment, he said, is the most expensive part of the $18 million to $19 million the overall project likely will cost.
The third major expense is the build-out that must be done in the building to prepare it for the equipment it will house.
“The building itself will take some modification,” Valentine said. “There’s some internal walls that will be (demolished) to make the building so we can utilize the length of the building. Right now, there’s firewalls between the base that are within that building, so it will also have a fire-suppression system and those kind of things.”
Bruin Waste Management doesn’t have as much to do at the moment, but it is: providing its expertise for buying equipment; consulting on the building design to make it as efficient as possible; and seeing what money it can drum up to help the city with its capital investment.
“We’re working together actively on gathering as much grant funding as we possibly can to ease the capital part,” Bruin Waste Management President and CEO Jeff Kendall said. “We think there is significant opportunity there to have grant funding for the project, so we’re collaborating to get that funding.”
When everything is in place and operational, Valentine thinks the cost will fall into the projected $18-19 million range.
“We had a feasibility study done, and that was kind of the estimate that we had through them, and we’re still kind of on that same track,” he said.
Another domino that needs to fall is agreement on an operating agreement between
the city and Bruin Waste Management.
“I’ll just cut to the chase on that. We don’t have the structure of that operating agreement in writing yet,” Valentine said. “But the idea will be Bruin Waste actually has a lot of experience in operating these types of facilities. … So, we’re going to wait to see what kind of equipment that we’re going to have and what kind of staffing needs we’re going to have, and then we’ll develop an operating agreement.”
Valentine doesn’t seem at all worried about getting that done.
“Long story short, we have a developer agreement, and eventually we’ll have the operating agreement,” he said. “We just don’t know what that operating agreement looks like at this time. But they will be a partner with us in operating this facility.”
HOW BRUIN WASTE MANAGEMENT GOT HERE
Bruin Waste Management operates throughout the Western Slope, providing waste hauling and recycling for numerous cities and towns.
The recycling is single stream, meaning it’s collected without any sorting, and when the closest sorting operations are in Salt Lake City and Denver, driving truckloads of recycling materials those long distances is cost-prohibitive. So, Bruin decided to take matters into its own hands for a better solution.
“It has to start with infrastructure, and that didn’t exist on the Western Slope, still doesn’t really exist on the Western Slope to do it effectively and efficiently,” Kendall said. “We saw and felt that problem firsthand for a long time as the primary waste haulers and recycling waste haulers, because we were forced to have small manual processes and ship our materials to Utah to be sorted and then sold, which is – a third-grader could see that that’s not a very efficient supply chain, right?”
See SORTING on Page 6
Transforming Pain into Freedom: The Power of Hip Surgery at Any Age
After a lifetime of activity as a football and basketball player, marathon runner, skier, and stuntman, Carroll Multz’s left hip had finally had enough. “The cartilage in my hip had basically disintegrated. I couldn’t walk, I couldn’t sit, I couldn’t move. Everything hurt and the pain was excruciating. I ended up in the emergency room three times in one week because of the pain. I was not living the life I wanted to live and was ready to just give up and jump off a bridge.”
A friend of Carroll’s, who recently had hip surgery performed by Rocky Mountain Orthopedics, urged Carroll to schedule an appointment with RMO surgeon Dr. Jordan McCoy. “It was the best advice I’ve ever received,” said Carroll. “From the moment Dr. McCoy walked in the room I knew he was the right guy. The main thing is, he gave me hope. I was eighty-seven years old at the time and thought I was too old. He reassured me that you’re never too old to reclaim your quality of life and that there was a solution to my problem. He really took me under his wing.”
After reviewing the diagnostic images with Carroll, Dr. McCoy recommended total hip replacement surgery. “I could see from the x-rays that my hip joint was just bone on bone, which explained why I was in so much pain,” said Carroll. “I immediately agreed to the surgery and Dr. McCoy was able to get me into St. Mary’s Regional Hospital the next week for the operation. There, he performed his magic. The surgery went very, very well.”
Carroll was released from St. Mary’s the following day and immediately began to move better than he had for years. “I used a walker for just one week following surgery and then I could walk with no assistance at all, no cane, no nothing. I could do all that
I had done before with no problems at all. Now I can kick a ball with my grandkids, go hiking, work in my yard—everything I want to do, with no pain. I refer to Rocky Mountain Orthopedics as my fountain of youth, and Dr. McCoy as a miracle worker.”
What impressed Carroll most about his experience with Rocky Mountain Orthopedics was the follow-up and personal touch.
“Just recently, Dr. McCoy called me from his office on a Sunday night just to make sure I was doing well. That’s how much attention they pay to their patients. It was unbelievable.”
“Dr. McCoy and Rocky Mountain Orthopedics really gave me a new lease on life,” said Carroll. “It’s not a stretch to say they saved my life. I would tell anybody who is suffering from hip damage to go see Rocky Mountain Orthopedics. Don’t wait. They gave me my life back and they can do the same for you.”
“I’m grateful to have been a part of Carroll’s journey to recovery. His story reminds me of why I became a surgeon. It’s incredibly rewarding to see someone regain their quality of life and return to the activities they love.” —Dr. Jordan McCoy
Mary’s Regional Hospital
2024 set GJEP record for economic impact
Brandon Leuallen
The Business Times
The Grand Junction Economic Partnership released its 2024 annual report, outlining what proved to be a banner year for economic impact on Grand Junction and the surrounding area.
The report shows the region saw a return of $93 for every $1 invested in GJEP in 2024, demonstrating the organization’s effectiveness in fostering business expansion and attracting new businesses to the area.
The report showed that in 2024, the total economic impact reached a record $91,252,018 with $32.96 million in capital investments and $58.29 million in capitalexpenditure impact. This growth resulted in the creation of 299 new primary jobs, with an average annual wage of $62,201 and a projected 147 future jobs directly from the 2024 wins.
The 2024 numbers beat the previous record of $52,270,078 for economic impact set in 2023.
In 2024, several companies made notable investments in Mesa County.
Amazon opened its first major expansion in western Colorado with a 38,000-square-foot facility, enhancing delivery speed and efficiency for Grand Junction and surrounding areas. The facility, which generated 100 new jobs, represents a $25 million capital investment.
Amazon’s decision was supported by partnerships between the Grand Junction Economic Partnership, the City of Grand Junction and Mesa County.
The report shows that the collaboration helped Amazon quickly secure a site, and the facility was operational by October 2024. Additionally, Amazon partnered with local workforce development organizations like the Mesa County Workforce Center to hire employees, with 46 percent of new hires coming from previously unemployed individuals.
Goose Gear, a family-owned manufacturer of camping systems, also relocated to Grand Junction in 2024 due to the lack of affordability in Orange County California’s industrial space. GJEP supported the company’s move by helping secure tax incentives and workforce development resources.
Goose Gear plans to create up to 49 new jobs over the next eight years, supported by a Job Growth Tax Incentive.
ExoPower, a company specializing in in-motion wireless-charging technology for industrial robots, moved to Grand Junction from Lafayette, CO, in 2024. The company is part of the Rural Jump-Start Program, which provides tax benefits and grants to tech companies.
West Star Aviation and Grand Valley Ice are also listed in the report. West Star expanded its facility at the Grand Junction Regional Airport, while Grand Valley Ice is working to meet the demand for premium cocktail ice in local bars and restaurants.
Curtis Englehart, who became executive director of GJEP in 2022, attributes the success to prioritizing staff stability, implementing 4DX goal-setting, and focusing on proactive recruitment strategies through local connections, trade shows and targeted social media marketing.
Englehart emphasized the importance the organization places on smart growth, particularly not outpacing the expansion of the area’s infrastructure while utilizing existing infrastructure when possible.
He also stressed the need for businesses to become long-term community partners, contributing positively to the region’s growth.
“We want businesses to thrive here, be engaged in the community, and stay for the long haul,” he said.
For prospect development the report shows 30 leads, 80 Level 1 leads, 14 Level 2 leads, and seven Level 3 leads. Englehart outlined the different levels of leads in the business recruitment process.
See GJEP on Page 14
Owner meet
Purrl’s Tea tomers on a white, the rear plates form Napoleon.
Goose Gear co-owner Brian Fulton stands next to his vehicle with his company’s equipment. Goose Gear moved from California to Grand Junction in 2024. Photo courtesy GJEP.
Party-time! For tea, that is
Owner of Purrl’s Tea & Curious looks to meet demand she saw for tea parties
Tim Harty The Business Times
You’ll see the business name, learn Purrl’s Tea & Curious is a tea house and figure that’s logical.
But you also will have a logical, immediate question, some version of: What does “and Curious” mean?
Go ahead. Purrl’s Tea & Curious owner Sedona Moon knows you want to ask.
And when you do, the chef who previously operated Haus of Purrl cafe in a tiny hut in Palisade will have a question for you: Are you curious?
The obvious answer is yes, and to that she says, “That’s the point.”
Moon opened Purrl’s Tea & Curious on March 27 at 2829 North Ave., Unit 203, in the Solarus Square building, next to Sonic Drive-In. It’s a soft opening, as there are more things to do and acquire before the tea house will be the full manifestation of Moon’s vision.
But you already can see a little of what she has in mind – paintings by a local artist on display and for sale, tea pots for sale, games available to play – now that she has 817 square feet to utilize. It’s a small tea house, but it seems large after spending a couple years confined to the 160 square feet
of the hut where Haus of Pearl resided at the corner of First and Main streets in Palisade.
So, there will be more things to be curious about in the friendly confines of Purrl’s Tea & Curious.
“Haus of Purrl,” Moon said, “when we first developed it, everybody’s like, ‘What is a Purrl? I don’t understand. What does it mean, Haus of Purrl? And why the German? And why, why, why, why?’”
All of these questions came from curious people, so Moon went all in when naming her new business venture.
“Purrl’s Tea & Curious kind of expands on (Haus of Purrl) and allows for people to come in and to see all the different things that we offer, as opposed to just being a face inside of a window,” Moon said. “They get a chance to come in and check out all the different gifts that we wanted to offer before, all the different things that we wanted to offer before, but we couldn’t because our place was too small.
“We’ve got gifts, and we’ve got –it’s kind of hard to explain what I mean by being curious, but curiosity is just it. There’s a lot of different things in our shop that will drive people to ask questions about themselves, about what we do, about what we offer.”
See PURRL’S on Page 9
Purrl’s Tea & Curious owner Sedona Moon created these plates of food for customers on March 27, the first day of its soft opening. The lower-left plate features a white, mouse-shaped cheesecake filled with raspberry jam, and the plate in the rear features a savory cream cheese with currants and walnuts. Those two plates form a menu item called Mouse & Cheese. The pink plate holds a Banana Napoleon. Photo by Tim Harty.
Sorting
Continued from Page 2
Bruin didn’t see the sense or cents in burning a lot of extra fuel and the wear and tear of the extra miles on its trucks. That makes it “a lot more costly to process that recycling, which at the end of the day, you have to be able to do things sustainably to offer it at an affordable price to the customers,” Kendall said. “If you can’t do that, you can not buy in.”
Bruin Waste Management instead looked for a location to buy in Grand Junction and build its own recycling-sorting center.
And Kendall said it was prepared to make the capital investment, and then the City of Grand Junction’s request for proposals for a partner to operate an MRF appeared, and Bruin altered its approach while remaining a major player in Western Slope recycling.
“It just was a good match because we’re the biggest independent waste hauler on the Western Slope. We’re Western Slope-focused, and we both saw the same need,” he said. “And eventually in December the city awarded us a contract for the partnership, and now we have an RP out to equipment providers to design and build a state-of-the-art recycling-sortation plant on the Halliburton site ... that can support the entire Western Slope’s recycling-collection activities.”
And being the operator in a partnership instead of the owner of the entire operation was acceptable for Bruin Waste.
“The city desired to own it, and we were OK with being the operating partner,” Kendall said.
HOW GRAND JUNCTION GOT HERE
The City of Grand Junction came to the conclusion it needed a material recovery facility and a partner to operate it after its dual-stream recycling program became an overwhelming success.
The city began phasing in dual-stream recycling to its recycling customers in March 2023 with the intent of providing it to all of its customers by 2025, but that end date is no longer possible.
“It’s been so successful, we have over 42 percent participation rate of those areas we phased in, so our facility got maxed out way sooner than we anticipated,” Valentine said. “We had to halt phasing in to the rest of the community our recycling program.
“So that was our need: to be able to find a solution to extend and enhance recycling. That’s our emphasis for the project.”
That led to seeking RFPs for partnership ideas to enhance recycling in Grand Junction, and Valentine said the city got proposals from WM, Republic Services and Bruin Waste Management.
Bruin Waste’s pervasive presence on the Western Slope helped it get approval in December 2024 from the Grand Junction City Council to be the partner/operator.
The city wanted to own the capital, Valentine said, because “we wanted to be able to control our own destiny, so to speak, meaning we’re going to be here. We’re solid, right? The city’s not going anywhere. Private companies have the right to, you know, go wherever they want.
“So anyway, long story short, we wanted to lock up the facility to be under the city’s name, the city and the land, to ensure that long term from here into the future it will be owned and it’ll be somewhat operated by the city.”
He added it made sense for Bruin Waste to let Grand Junction be the owner of the capital, because “the cost of financing for the city is a lot cheaper than the cost of financing for a private company.”
But rather than the city operating the facility, it wanted a partner, like it has for the Las Colonias Amphitheater, Grand Junction Convention Center and the Avalon Theatre. The city contracts with Oak View Group to manage those properties.
“Any time that the private sector and the public sector get partnership, that usually leads to efficiencies and increased expertise,” Valentine said.
He added Bruin Waste “has been in this recycling business for a long time and running these larger facilities, where the city, we have a very small facility here that’s very labor intensive, and we’re at capacity. That’s the need for this.”
And Bruin brings an enviable base of Western Slope recycling customers.
“In order to cover the expenses of this facility, we need volumes of recycling, so the more volume you have, the better you can recover the cost of operating the facility,” Valentine said.
MORE ABOUT RECYCLING
ROOM TO GROW
The material recovery facility being developed at 365 32 Road is larger than what the City of Grand Junction and Bruin Waste Management need, based on anticipated tonnage it will receive from around the Western Slope. For now, that is.
That’s OK, because Grand Junction General Services Director Jay Valentine said the city anticipates growth. And the solution is simple: “We’re building it so it can be expandable.”
HOW
THE MONEY GETS MADE
Valentine was midstream in his explanation of the two primary ways a material recovery facility gets revenue, then realized he needed to update it to three ways. It went like this:
“One of them is each entity that brings recycling to this facility will pay a tip fee. That means they basically unload the recycling at this facility to be processed. That tip fee’s usually based on a price per ton. Bruin Waste will pay the same tip fee as the city will pay, as any other private hauler that wants to bring that. That’s one source of revenue.
“The other source of revenue is what you get from selling the recycled material directly to the end market, meaning those recyclers, those companies that are going to turn this recycling into a usable product. That’s what a MRF is. There’s no kind of middle man. The MRF facility sells from the recycling facility directly to the end users and the mills that buy this material.
“There’s another aspect to it, but it’s very – it’s a whole story in itself – but in 2026 there’s state legislation that’s called the Extended Producer Responsibility Act, and that provides revenue to these types of facilities and to the haulers. And the revenue is from those companies that sell packaged products in Colorado. And so they pay a fee to sell packaged products in Colorado.
“I think, and I’ll try to be succinct about this, I think the first reaction is often, ‘Well, they’re just going to pass that fee onto the consumer.’ However, these large companies – Amazon, Target, Walmart – they’ve created this alliance, and they’re imposing this upon themselves to generate more recycling material. And the reason that they want to do this is it’s cheaper for them to buy recycled packaging that’s come from recycled material. It’s cheaper for them to do that than to create packaging from raw material.
“So, there’s some revenue that comes from that as well, but that starts in 2026, and that’s a whole other complicated formula. So, there’s really three sources of revenue.”
MORE ABOUT THAT LEGISLATION
Bruin Waste Management President and CEO Jeff Kendall added this about the Extended Producer Responsibility Act: “PepsiCo and Procter & Gamble and Amazon are responsible for the net cost of recycling. So that’s what’s going to drive – or at least the goal of this program is it will drive more recycling – because what’ll happen is recycling will be at no cost to you as a resident. You won’t pay for us to come and collect your recycling anymore. Amazon will, in essence.”
THIS PARTNERSHIP’S A BIG DEAL
Bruin Waste’s footprint was large, essentially the entire Western Slope. Now the foot that’s making the impression is sinking deeper with its partnership with Grand Junction on the MRF.
“It’s a big deal for us, because – listen, we’re about putting the right infrastructure in place for the Western Slope to have sustainable, long-term waste management, whether it’s trash, recycling, composting,” Kendall said. “That’s what Bruin’s mission is: to invest in the Western Slope to make sure it has the right infrastructure to grow and to maintain the beautiful place that it is.
“It’s big strategically, because the Western Slope needs it.”
GROWTH VIA CUSTOMER SERVICE
Bruin Waste continues to grow, because it finds services it can provide, and it does them well.
“We’ve been hard at work,” Kendall said. “We’re entrepreneurs, trying to build something great and create a great workplace that treats its employees well and does a good service to the community, you know?
“That’s what we’re passionate about. We’re passionate about customer service. That’s what we are, right? We’re a service business that most people take for granted, but if we didn’t do a good job, you would hear about it, you know?”
GROWING, BUT STAYING GROUNDED
Bruin Waste is becoming a larger company, but it doesn’t want to become one of the publicly-traded industry giants.
“We want to be the hometown, independent company that treats people right and does a good job and is a part of the community,” he said. “We answer our phones. We staff our offices with local folks that the people they’re servicing are their neighbors, the people they go to church with. We take a lot of pride in treating people the right way and not doing it the way the public companies do it.”
GROW YOUR BUSINESS WITH COMPOST
After Bruin Waste begins operating the MRF for the City of Grand Junction, what’s next?
There’s always something new, even from existing business, as Kendall said, “You may not think it, but our space actually evolves quite a bit year to year with legislation and environmental regulations changing.”
Of course, he’s not leaving his answer at that.
“Composting is something that we’re working on establishing and growing, because it’s proven that getting organics out of the landfill is a good thing,” Kendall said. “And it’s going to keep going that way, so that’s going to require new investment, new infrastructure, new trucks, routes, facilities. So, I think outside of recycling, composting is a focus area.
“And who knows where from there, whether it’s e-waste or what else increases. There’s a lot of different waste streams that probably could use more love.”
Broker/Owner
Continued from Page 5
For those familiar with Haus of Purrl, which Moon closed at the end of January, Purrl’s Tea & Curious is not Haus of Purrl. Certainly, there are similarities, because Moon’s French-inspired baking and cooking remains the culinary focal point. But Purrl’s Tea & Curious is embracing the tea-house concept and providing more sweets and pastries that pair well with tea.
“We are known for our sweets and our savories, especially like Cajun fare, but this is a new concept,” she said, “so we’ll be having a lot more of our pastry, and we’ll still be working sandwiches and some specials, but primarily teas, doing parties and things like that.”
Moon said she decided to make the change in location and offerings late last year after hosting tea parties at Maison La Belle Vie Winery, 3575 G Road, in Palisade.
“So,” she said, “we were working with them to do plated dinners or outfitting tea parties at their location, and we saw there was a huge desire for it and a huge push, and we were selling out sometimes within minutes ... for a tea party. And so, when we’re booking out like that I decided to go on and change it over and do this instead. ”
The social aspect of tea parties melds with the relaxed ambiance Moon wants at Purrl’s Tea & Curious.
Customers walk in and see a couch to the right of the entrance, a few tables and chairs, and when they get to the counter, there’s a display case for pastries and such.
Next to the counter are a couple shelving units, displaying tea pots, tea cups and various teas to choose.
Moon said the teas are locally sourced from Willow Creek Herbs and Teas, 411 Main St. in Grand Junction.
Then, when it’s tea-party time, Moon said, “They’ll be able to come in, they can choose their own cup, they’ll be able to choose their own saucer, and they’ll be able to choose their own tea pot that they’re gonna drink out of as well as their own tea.
“All our teas are loose leaf, so they have the ability to choose the tea that they want to
pair with their tea party, and if they want for us to pair it, we will be more than happy to. So, they choose what tea they want, and they come and sit down, and then we jump into action of bringing out their platters and bringing out their teas and make sure that they’re very happy and well fed.”
Mya Esquivel, left, and Karsyn Dodd went to Purrl’s Tea & Curious on its opening day, March 27, at 2829 North Ave., Unit 203, inside the Solarus Square building. They tried a variety of tea drinks and sweet and savory foods. Photo by Tim Harty.
Clifton looks to grow Community Market in 2nd year
Brandon Leuallen The Business Times
The Clifton Community Outreach is gearing up for its second annual Community Market, set to kick off on June 7 and run through October 25. The market will be held every Saturday from 9 a.m. to 1 p.m. at the Clifton Community Center at 3270 D 1/2 Road.
Organizers are seeking additional vendors to join this year’s lineup. The market had around 20 vendors during its first season and currently has nearly 30 vendors signed up for this year. They are especially interested in attracting more produce vendors, food trucks and vendors offering local products like jams and jellies.
Hugo Moreno, a member of Clifton Community Outreach who has helped organize the market since last year, views the market as a valuable opportunity to bring vendors, customers and families together at the community center, benefiting the Clifton community.
Moreno is optimistic about its continued growth this season. He also noted last year’s market served as a successful fundraiser for the Little Warriors wrestling program, which sold watermelons, cantaloupes and pumpkins to raise money for children who can’t afford uniforms.
The market’s move to Saturdays was strategic, allowing local vendors to participate in the Palisade markets on Sundays while also avoiding competition with church activities.
Vendors interested in participating can apply through the Clifton, Colorado Community Outreach Facebook page. Applications are reviewed by Mesa County Public Health to ensure compliance with necessary permits. The cost is $10 per weekend for a 10-by-10 square, or $180 for the entire 22-week season.
For more information or to apply as a vendor, visit www.mesacounty.us/residentresources/clifton-community-center, or contact the Clifton Community Market at cliftoncommunitymarket@gmail.com.
Outreach annual off on June
The market 9 a.m. to Center at additional lineup. The during its nearly 30 They are attracting more vendors and jellies. of Clifton has helped year, views opportunity to families center, about its also noted successful wrestling watermelons, raise money uniforms. Saturdays vendors to markets on competition participating Colorado Facebook page. Mesa County compliance with $10 per or $180 apply as a www.mesacounty.us/residentresources/clifton-community-center, or Market at cliftoncommunitymarket@gmail.com.
Accredited again!
Highest national recognition awarded to Museums of Western Colorado
Museums of Western Colorado has again achieved accreditation by the American Alliance of Museums, the highest national recognition afforded to the nation’s museums.
Accreditation signifies excellence to the museum community, governments, funders, outside agencies and to the museum-going public.
Museums of Western Colorado, a nonprofit museum system that includes Museum of the West, Dinosaur Journey, Cross Orchards and four paleontology sites, has been accredited since 1971. All museums must undergo a reaccreditation review at least every 10 years to maintain accredited status.
American Alliance of Museums brings national recognition to a museum for its commitment to excellence, accountability, high professional standards and continued institutional improvement.
Developed and sustained by museum professionals for more than 50 years, the alliance’s museum-accreditation program is the field’s primary vehicle for quality assurance, self regulation and public accountability. It strengthens the museum profession by promoting practices that enable leaders to make informed decisions, allocate resources wisely and remain financially and ethically accountable to provide the best possible service to the public.
“This achievement is a testament to the unwavering dedication and hard work of our staff, volunteers and board, who consistently strive for excellence in preserving and sharing the rich history of our region,” said Shenna Hayden, executive director of Museums of Western Colorado.
“The rigorous AAM accreditation process has not only validated our commitment to best practices but has also provided invaluable insights for continuous improvement.
“Being an accredited museum signifies
that we adhere to the highest standards of professional museum operations, ensuring that our collections are cared for, our exhibits are engaging, and our educational programs are impactful.”
Hayden said the reaccreditation translates to a higher quality of life as studies have shown access to accredited museums enhances educational outcomes, fosters civic engagement and contributes to economic vitality.
“For instance,” she said, “research indicates that communities with strong cultural institutions experience increased property values and attract skilled workers. Furthermore, museums serve as vital hubs for lifelong learning, offering opportunities for individuals of all ages to connect with their heritage and expand their knowledge.”
Hayden said the AAM’s data shows museums contribute $50 billion to the U.S. economy annually and support more than 726,000 jobs.
“An accredited museum like ours is a crucial part of that economic engine, as well as a key element to the cultural health of the Grand Valley,” she said. “This reaccreditation reinforces our commitment to serving as a trusted and valuable educational resource for generations to come.”
Of the nation’s estimated 33,000 museums, roughly 1,100 are currently accredited. Museums of Western Colorado is one of only 23 museums accredited in Colorado.
Accreditation is a rigorous process that examines all aspects of a museum’s operations. To earn accreditation, a museum first must conduct a year of self-study, then undergo a site visit by a team of peer reviewers. AAM’s Accreditation Commission, an independent and autonomous body of museum professionals, considers the self-study and visiting committee report to determine whether a museum should receive accreditation.
“Accreditation is a monumental achievement,” AAM President and CEO Marilyn Jackson said. “The process demonstrates an institution’s commitment to best practice and is flexible enough to be accomplished by museums of any size.”
Shenna Hayden
GJEP
Continued from Page 4
The first level, “Lead,” refers to the initial contact with a potential prospect.
“Level One” involves more engagement, such as meetings with the prospect and providing them with program and incentive details.
At “Level Two,” the prospect has participated in a site visit, which may include touring local facilities or meeting with the State Office of Economic Development and International Trade to discuss possible incentives.
“Level Three” is when the prospect is in the decision-making phase, either waiting for Economic Development Commission approval for an incentive package or deciding whether to proceed with their relocation or expansion plans in the area.
Looking ahead, Englehart expressed confidence about the future, highlighting the organization’s success in aiding Morgan Mining’s expansion into the former Halliburton facility on 30 road in early 2025, marking the largest deal in GJEP’s history.
He also expressed optimism about the pipeline of potential developments in 2025.
Photo cutline: Blooming Palate co-owner Kalyn Lapidus said her specialty as a chef is clean eating, and she loves to surprise people with how they can make fresh, nutritious food taste great. “That’s my real passion, and that’s what I feel like I want to pass on to these kids,” she said, referring to the Cooking School Kids Camp she will host in May and June. Photo courtesy of Kalyn Lapidus.
Kids, cooking classes and - Yes! - cupcake wars
So, it’s about time your 12-year-old learns how to fend for himself or herself in the kitchen.
Or your 9-year-old could stand to learn how to make a healthier macaroni and cheese.
Or your 5-year-old doesn’t know the proper, correct, safe way to hold a kitchen knife.
Kalyn Lapidus can help you in each of those instances and a whole lot more. Send your kid to her new Cooking School Kids Camp.
Lapidus, who has been teaching adults to cook in evening classes at Cafe Sol, 420 Main St. in Grand Junction, the past twoand-a-half years, is ready to tackle teaching kids to cook. The indication she has gotten from “a lot of people” is they want their kids to take some cooking classes from someone who knows what they’re doing.
Lapidus, a chef who co-owns Blooming
Palate and specializes in cooking clean, healthy foods, said she isn’t aware of anyone else offering cooking classes for kids in Grand Junction, so she’s hoping to see a good turnout for the four weeks of classes she’s offering from late May to late June.
“I just wanted to put on a fun kids camp,” she said. “I know there’s nothing like it around here, and I just want to instill some good cooking skills in kids and just teach them some really fun ways of cooking, homemade cooking.”
There will be three age groups: Ages 4-7; Ages 8-11; and Age 12-plus.
Ages 8-11 have four weeks to choose from to go to camp for four days, three hours each day. Cost for the week is $299.
The youngest group has three weeks it can choose with four days of two-hour classes, and the week costs $179.
The Ages 12-plus group has just one week available, and it’s four days of threehour classes for $299.
See COOKING on Page 19
Tim Harty
The Business Times
St. Mary’s president reflects on Q1 of 2025
Intermountain Health St. Mary's Regional Hospital President Bryan Johnson sent an email letter to the hospital's community partners on March 24 to reflect on the first quarter of 2025.
He also used it as an invitation to the Caring For Our Communities meeting on May 13.
Here's the letter in its entirety: Dear Community Partners,
I am grateful for your ongoing support and commitment to the mission of St. Mary's Regional Hospital. Thank you!
The healthcare industry has faced a myriad of challenges in the first quarter of this year. Not all is doom and gloom, yet the financial struggles persist, and several proposed bills in the Colorado Legislature could potentially exacerbate the situation. Nevertheless, we are diligently collaborating with our local representatives to mitigate any adverse effects and navigate these difficulties together.
We are also seeing a shift in the healthcare needs of our community with growing aging population and decreasing birth rates. As a result, we’ve made the difficult decision to close Bloomin’ Babies Birth Center. Intermountain Health will continue to provide prenatal and midwifery services at three other clinics in the Grand Valley with birthing services ranging from unmedicated to low intervention to high-risk births at St. Mary’s Regional Hospital. In 2024, 1,230 babies were born at St. Mary’s. We are committed to providing high quality maternity care to the region.
The closure of West Springs Hospital, the only inpatient behavioral health hospital in Western Colorado, creates a critical
gap in care for our community. St. Mary’s is not an inpatient behavioral health facility. We don’t have the appropriate facility or a space we could modify to meet the regulatory requirements. In alignment with our mission, we will continue to support and stabilize behavioral health patients who come to us in crisis through our emergency department and work to identify other available facilities in the region better positioned to provide appropriate psychiatric inpatient care.
Despite these challenges, we are still committed to investing in our local community and providing quality care. The Intermountain Health AIM Clinic has moved into a bigger space on the St. Mary’s campus, increasing access to this vital service. The integrated addiction medicine clinic plays a crucial role in addressing addiction along with co-occurring mental health conditions within our community in an outpatient setting. This summer, the clinic will also introduce a new adolescent program, funded by opioid settlement grants. This initiative will be the first of its kind on the Western Slope and will benefit underserved members of our community.
Save the date
Finally, I invite you to join us in-person for our annual Caring for our Communities Meeting on May 13 to learn about our most recent community benefit investments, the impact to underserved members of our community, and our implementation strategies kicking off in 2025. We hope you will provide feedback on these activities as we strive to positively impact the health of our communities.
Thank you for your continued partnership.
Bryan Johnson, FACHE
Western Colorado Market President Intermountain Health, Peaks Region
Bryan Johnson
Cooking
Continued from Page 15
Class sizes are deliberately small, limited to eight kids.
“It’s very like one-on-one with a chef,” Lapidus said. “I know a lot of summer camps are like you show up, and there’s like a hundred kids there and a couple camp directors. This is very specialized, only eight kids per chef, for me. So it’ll be one-on-one the whole time.”
Actually Lapidus will have help from some adults and one special assistant: her 8-year-old daughter, Belle, who learned kitchen-knife skills at age 4 and appears to have inherited a love for cooking from her parents. Dad, Taylor Lapidus, is co-owner and head baker for Blooming Palate and makes its organic sourdough bread.
Kalyn said Belle already “is a little chef herself.”
Classes for the Ages 4-7 group are kept simple and include a lot of kitchen-safety lessons. So, she really does teach them about handling a kitchen knife, just not with a real knife. They’ll learn the proper way to hold a knife, how to carry it and how to set it down when not using it.
For the non-knife hand, they’ll be taught to use the claw, curling in the fingers, for controlling the item that’s being cut. And then the rule of thumb – pun intended – is keep that thumb tucked in, because it’s the easiest finger to cut.
That means doing more recipes, and it will include making a four-course meal. And the last day of their week will bring a cooking competition: a cupcake war.
“They actually get to bake cupcakes, decorate them, and then they’ll be judged on the look and the taste of everything,” Lapidus said. “So, they’ll be learning a lot, and then the end, it’s really fun.
“I have a friend who does this in Arizona, and she says the cupcake war is quite intense, but she thinks that’s why a lot of kids come back is it’s just so much fun.”
WHEN ARE THESE KIDS COOKING CAMP CLASSES?
Kalyn Lapidus will put on a Cooking School Kids Camp this spring/summer at her home in the Redlands. She will email the address after the child is enrolled.
Classes are scheduled for the following weeks and age groups:
The ages 12-plus group gets a similar experience to the Ages 8-11 group, but for the difference, Lapidus said, “Usually their palate is just more refined and more open to the different types of food, so I’ll be teaching them just more intense recipes and stuff. … There’ll just be more complex recipes, just will be able to do higher-end stuff with them.”
Week 1, May 27-30 – Ages 8-11, 9 a.m. to noon; Ages 4-7, 2:30-4:30 p.m.
Week 2, June 10-13 – Ages 8-11, 9 a.m. to noon; Ages 4-7, 2:30-4:30 p.m.
Week 3, June 17-20 – Ages 8-11, 9 a.m. to noon; Ages 4-7, 2:30-4:30 p.m.
Week 4, June 24-27 – Ages 8-11, 9 a.m. to noon; Ages 12-plus, 2-5 p.m.
For more information or to sign up, go online to: bloomingpalate.com/cooking_classes_for_kids
“It just sticks out there, looking like a parrot or something,” Lapidus said.
And while the cooking camp classes are supposed to be fun, there’s a particular time that requires total seriousness from every age group.
“There’s absolutely zero horse play when you have a knife in your hand,” Lapidus said.
The Ages 8-11 group starts getting a little more technical for an obvious reason.
“They can read,” Lapidus said, “so they’ll just be able to do things on their own in the kitchen.”
The students in that group may be more mature, but they still get to do their own cupcake war.
Ultimately Lapidus wants the camp attendees to leave inspired to do more cooking and to eat healthier, “maybe even do it with their family and just instill a love in them for cooking and how much fun it can be and how much more delicious fresh, homemade food can taste.
“And then the nutrition aspect of how it is so much better for our bodies and our minds and stuff.”
That begs the question: Can Lapidus actually inspire the kids to cook and eat vegetables?
“We’ll cook up lots of vegetables and talk about them,” she said. “It’s interesting when you get kids out of their home and around other kids and in this playful environment. A lot of parents are shocked at what their kids will actually eat when they’re not around. They’re just in a fun environment. Kids usually are a lot more explorative in cooking classes.”
Nearing retirement? Catch-up contributions may be for you
Many people ask me, “how much should I have saved for retirement?”
My response typically is:
How much do you have saved for retirement?
How much do you spend?
How long are you going to live?
A 2024 study by EBRI.org revealed 21 percent of employees feel highly confident about having sufficient funds to sustain a comfortable lifestyle throughout retirement. Meanwhile, 32 percent express a lack of confidence.
In 2001, Congress enacted legislation, the Economic Growth and Tax Relief Act of 2001, designed to assist older employees in compensating for lost savings time. However, few individuals fully grasp how this beneficial provision can accumulate over the years.
The “catch-up” rule enables workers over the age of 50 to contribute amounts beyond the standard limits imposed on younger employees in their qualified retirement plans.
How It Works
For 2025, according to IRS.gov, contributions to a standard 401(k) plan are capped at $23,500. However, individuals who are 50 or older – or will turn 50 before year-end – may qualify to contribute up to $31,000. Additionally, those aged 60 to 63 can make further contributions, reaching a total of $34,750.
Catch-up contributions are also permitted for 403(b) and 457 plans. Distributions from 401(k) accounts and most other employer-sponsored retirement plans are treated as ordinary income and, if taken before age 59 1/2, could be subject to a 10 percent federal penalty. Most individuals must begin minimum withdrawals from their 401(k) or similar plans the year they turn 73.
Catch-up contribution impact
Allocating an extra $7,500 annually into a taxadvantaged retirement account could significantly boost the final account balance and, consequently, the potential income it can generate. So, what is the difference in estimated growth of two 401(k) accounts with and without the “catch-up” contribution?
For example, let’s assume you start at age 50 and earn a 5 percent return annually. If you contribute $23,500 annually, your total at age 67 will be approximately $691,473. However, if the additional $7,500 is deposited each year, bringing total contributions to $31,000, the total would be approximately $912,156.
I think most people would agree that $220,683 could make a difference in their retirement lifestyle. Of course, this example is basic and for illustrative purposes only and does not guarantee past or future investment performance. Fees and other costs were not factored into this analysis, so actual returns will differ, but you get the point.
Also consider saving a portion of your contributions in a Roth 401(k), if available. You pay taxes on your designated Roth contributions.
This means your gross income for the year you make designated Roth contributions will be higher than if you had made only pre-tax salary deferrals. Roth contributions, on the other hand, are not taxed when you withdraw them from the plan.
Earnings on Roth contributions are also not taxed when they are withdrawn from the plan if your withdrawal is a qualified distribution. A “qualified distribution” is a distribution that is made: at least 5 years after the first contribution to your Roth account; and after you’re age 59 1/2 or on account of you being disabled, or to your beneficiary after your death.
In general, you are required to begin taking minimum distributions from your 401(k) or other defined contribution plans the year you turn 73, or 75 if born 1960 or later. Withdrawals from a standard 401(k) or similar retirement plans are taxed as regular income, and distributions made before age 59 1/2 may incur a 10 percent federal tax penalty.
This information provided is not intended as tax or legal guidance.
F
Barbara Traylor Smith, CFP, ChFC, CLU, can be seen on KREX Saturdays at 6 p.m. and KJCT Sundays at 8 a.m. or heard on KNZZ Saturdays at 8 a.m. She has been featured in Bloomberg Business Week, Entrepreneur and Fortune magazines. Contact her at 970-256-1748 or retirementoutfittersllc.com. Investment advisory services offered through Foundations Investment Advisors LLC, an SEC registered investment adviser.
Barbara Traylor Smith
Will enough ever be enough for the government?
We’ll open this column with a general statement about the federal government, which is easy picking. Obviously, the Department of Government Efficiency (DOGE) is proving that there will never be enough when it comes to confiscating our money for its purposes and follies.
Frankly, the last thing we want is for the government to be more efficient at what it’s doing, because most of what it does is unconstitutional or wrong. Add to the fact it overspends while doing it inefficiently and poorly. Why do we want to make the process more efficient?
And a closer look at what DOGE is and isn’t accomplishing should bring some questions to the forefront.
The first question should be concerning the alleged waste, fraud and abuse DOGE is finding running rampant through our federal spending system. We’ve all heard the stories. And what crazy, hyped-up stories they are! So, yes, while we don’t want Sesame Street being funded for Iraq or any of the other myriad, agenda-driven dollars being wasted overseas (and apparently at home as well), we would like to see exactly where the dollars saved from Sesame Street Iraq went back into the budget to cover some other costs, being spent on our societal problems directly, or even crazier, showing how it’s reducing the deficit.
Has anyone seen proof in physical dollars? We haven’t. Has anyone seen the deficit reduced from all DOGE is finding and cutting? Apparently not, as the latest continuing resolution has us spending and printing just as much money as we ever have. How is it even possible with DOGE in full effect to require an additional $5 trillion in debt?
Closer to home we now have Democrats proffering more abortions to help make up the state-budget deficit. Yes, you read that correctly. Want to know their rationality? They think most babies who would be born would be a further strain on the Medicaid (unfunded mandate) system, which is already growing cost-wise out of control. So we’ve reached the point where increased abortion is more palatable than cutting spending.
Here in Grand Junction, our city council has decided no matter what the voters approve of or how many fees they can come up with in going around the voters, they still need to set up schemes to get even more money.
The latest, trendiest scheme is to put bike lanes in every plan, so the city can capitalize on government grants and federal funding. For now, this is how the Ponzi-scheme cash-flow game works. Don’t worry, there will be something new once this loses its juice.
Or how about the latest one to hit our fair city? The “pay to play” scheme related to our new community center? Or its now multi-purpose development at the community center? Truth told, we’re no longer sure what it is or will become.
That’s because the minute after approving nearly $40 million for the community center, the city was out panhandling for more money and expanding beyond what the voters approved. It was the same with the Avalon Theatre. The same with Dos Rios. And the same with the HomewardBound of the Grand Valley Resource Center – after going through the million dollars in federal funds it used to put it in place – as the city looked to buy real estate for HomewardBound to continue its mission. Just whose mission is the real question.
It appears the city wants to monopolize all development and social services in Grand Junction. And it should call into question every capital project or deal it has made over the past few decades. And let’s be honest, all the city knows in attempting to fix our social problems is to find money and throw it at them – apparently through cronies.
So, the answer to the question is no, the government will never have enough money. Cash is king, whether taxed, via fees, money-laundered or printed out of thin air. Government has none. So, where do you think it’s going to look to fix its insatiable needs?
Think about that with every vote you cast.
SHARE YOUR OPINION
The Business Times welcomes submissions for publication in the opinion section. Email submissions to publisher@thebusinesstimes.com. Please include full contact information with submission.
Is it a circus or a carnival?
Either way, send in the clowns
I just got done reading and watching a few stories on how our elected betters in Denver are attempting to “balance” the next year’s budget, and I’ll just have to admit I have no idea what the hell they are doing.
Then again, it’s become apparent neither do the vast majority of “lawmakers.”
Let’s just start at the glaring, main problem with the state’s budget. It’s the fact they need to CUT $1.2 BILLION to make up the gap between revenues and spending. Given the fact our legislators pretty much know what the next year’s budget is going to be, given TABOR restrictions and anticipated revenue, how exactly do they begin with a budget that overspends by $1.2 billion?
I’m sorry, that’s supposed to say a $1.2 billion “budget shortfall,” because that language allows lawmakers to put the blame on taxpayers and TABOR for them not having enough money to fulfill their spendthrift-ness, which reaches more epic proportions every year democrats control our state government.
Again, they pretty much know what’s coming in, how the feds are going to push unfunded mandates on to the states every year along with checking every dollar confiscated into their coffers every day so they know where it’s trending.
Yet they plan on overspending their budget while passing hundreds upon hundreds of new pieces of legislation costing more every year. These are the same folks who thought pot sales were going to cure all our spending ills and just recently announced the concept of having the state perform and pay for more abortions, because it could cut down on some Medicare expenses.
It’s like Hell’s home office has a new address on Colfax Avenue. Then again, having driven down Colfax my fair share of times, just look at a lot of what that road is paved with and I might be onto something.
And what do our lawmakers do when faced with the results from their actions? They roll out the same tired classics. You know this favorite: Women and children will be hurt the most. Although, they are attaching food banks this year as well, because there’s a federal DOGE attachment. They also tossed in diapers. Did you know there was a state program for half a million dollars’ worth of diapers on the books?
Now, I believe in social safety nets – at the local level. Because at the state level where there’s billions of dollars’ worth of problems, these things tend to be political footballs. And that’s for one simple reason. The state refuses to look at what it’s doing to harm the lives of its citizens in causing the need for food pantries and diaper programs at the state level.
Fact is, we all know the reason. A lot of the money comes from the feds, and it’s all about cash flow with Denver as the middle man. And then they can appeal to our caring nature when it has to make cuts to try to change tax law.
On another front of the “women and children most affected” bus, the wheels go round and round to this favored destination: Cutting the school budget. Fact is, they’ve been underfunding our local schools for 30 years in the hundreds of millions of dollars. Apparently, nothing balances a Colorado budget faster than making kids suffer. Beats asking the tough question of why our state can’t fund elementary and secondary schools properly and why it’s propping up higher education in any way given the exponential rise in costs and tuition.
But why ask any of the tough questions when you can brag about “eliminating” $400,000 in funding for a position that was never filled for an office that never came into existence. Or repeal a program for literacy for low-income households that never signed up any households (My apologies, I forgot to add “the poor” along with the women and children as one of the most affected as well when the state cuts overspending). Or here’s a favorite: Ending an energy-efficiency program for pot growers is going up in smoke.
Truth told, there’s so many accounting tricks in these news stories it makes my head spin. Just a cursory look would make any small business owner come to one conclusion: Our lawmakers are breaking their own laws and probably more than a few criminal laws that would apply to you and me if we got caught up in the same schemes. More ironic, the stuff being proposed that I’ve seen seems akin to the despised DOGE actions by the Trump administration.
They also do little to address Babar and Celeste in the circus tent on Colfax. Funding education and Medicaid? My guess, they’ll cut elementary and secondary education as they always have, push costs onto higher education students as they should and do more of, and come up with some gimmick to pay for health care, because they still need the ever-smaller “matching” money from the feds. An unfunded mandate, indeed.
Now, you may think I’m taking a loose look at this budget stuff. Know this. I’m a twocolumn kind of accounting guy. Money in/Money out. And part one needs to be more than part two. It’s how the rest of us survive in the real world.
But why do that when you can blame Trump and TABOR?
In Christ and freedom. F
Craig Hall is owner and publisher of the Business Times. Reach him at (970) 424-5133 or publisher@thebusinesstimes.com.
Craig Hall
n MESA COUNTY COMMISSIONERS HOST TOWN HALL APRIL 5
The Board of Mesa County Commissioners will host a town hall meeting at 9 a.m. on Saturday, April 5, at the Clifton Community Center, 3270 D 1/2 Road.
Mesa County residents are encouraged to attend and ask Commissioners Bobbie Daniel, Cody Davis and J.J. Fletcher questions.
n STRAUSS JOINS LIGHTHOUSE HR SUPPORT
Lighthouse HR Support hired Kerry Strauss as a human resources advisory specialist.
Since 2014, Strauss has expertise in employee relations, training and policy developmen and has conducted hundreds of interviews, helping businesses find the right fit for their teams.
Strauss has a bachelor’s degree in business and organizational management from Warner University in Florida.
“Her dedication to HR excellence and her ability to connect with both businesses and job seekers make her an invaluable addition to our team,” said Kelly Murphy, senior HR business partner.
For more information about Lighthouse HR Support and its services, visit www. lighthousehrs.net or contact Murphy at 970-243-7789.
n REALTY ONE’S ASHTON JOINS HOMES FOR HEROES
Lynn Ashton, a real estate agent with Realty ONE Group Western Slope is partnering with Homes for Heroes, a national program designed to provide significant savings for people who serve as firefighters, law enforcement, active and retired military personnel, healthcare workers and educators.
This collaboration allows Ashton to offer special benefits and discounts to local heroes as they navigate the buying or selling of their homes. This initiative acknowledges the hard work and dedication of these individuals and aims to ease the financial burden associated with real estate transactions.
“This program aligns perfectly with my values and commitment to serving those who serve us,” said Ashton, an Air Force veteran. “Heroes deserve to be recognized and rewarded, and I am honored to provide them with the assistance they need in their real estate journeys.”
For more information about Homes for Heroes, contact Ashton directly or visit her website at www.homesforheroes.com/affiliate/lynn-ashton.
n WOMEN’S NETWORK HOSTS LUNCHEON APRIL 8
The Mesa County Women’s Network will host its next luncheon April 8 at noon at Enzo’s Ristorante Italiano, 707 Horizon Drive.
All attendees must register. Lunch is free for members and $30 for nonmember drop-ins.
These monthly luncheons are an opportunity to engage with a dynamic community of women and learn and grow.
n DISTRICT 51 LAUNCHES NEW INFORMATION PLATFORM
Mesa County Valley School District 51 unveiled a new board-management platform that makes it easier for families, staff and the community to stay informed and engaged.
BoardBook aligns with the district’s three-year, community-driven strategic plan, which includes a focus on access to information, clear communication and public transparency. The new platform streamlines how the District 51 Board of Education operates and gives the public easier access to meeting agendas, materials and minutes.
“One of our goals as a board is to make our work more accessible and transparent to the people we serve,” said Andrea Haitz, District 51 board president. “BoardBook is a tool that helps us do just that. It gives families and community members an easy way to follow the decisions being made and stay engaged in the process.”
District 51 Superintendent Brian Hill added, “Our strategic plan is not just a vision, it’s
something we are committed to living out. Tools like BoardBook support that commitment by making information easier to find and helping us stay accountable to our goals and our community.”
BoardBook officially launched at the March 25 board meeting. Moving forward, all agendas, materials, and minutes will be available through the Board of Education page on the District 51 website. Archived meeting content will continue to be accessible in its original location.
n GRANT WILL AID FIGHT AGAINST CORN EARWORM
The Colorado Fruit & Vegetable Growers Association (CFVGA) has been awarded grant to develop a pest-management program to combat corn earworm that is causing millions of dollars of damage to sweet corn production in western Colorado and could potentially damage other crops.
Counting the match amounts from cooperating organizations, the grant totals $351,670. The grant is from Foundation for Food & Agriculture Research (FFAR) Rapid Outcomes from Agricultural Research (ROAR).
Researchers Dr. Mickey Eubanks and Patrick O’Neill, led by Adrian Card, statewide produce specialist at Colorado State University Extension, are conducting on-farm trials of two new products along with different insecticides with the potential to control corn earworms below an 8 percent threshold of damage as required by produce buyers. They are also determining if the corn earworms in western Colorado are resistant to some of the newer, currently available insecticides. Results from this work will be immediately communicated to growers, allowing them to make the best decisions about how to fight this pest.
“This FFAR funding and the financial and personnel commitment of all Colorado contributing organizations is vital to quickly find a solution to the financial devastation that western Colorado growers are experiencing,” said Card, who also is a CFVGA founding board member. “Without a solution, these farms will not be able to continue raising sweet corn and may not be able to survive at all. This funding is giving us hope.”
The ongoing corn earworm outbreak has overwhelmed western Colorado growers. In 2024, growers cut production by one-third after losing 52 percent of their crops to corn earworm in 2023, a loss valued at over $2.7 million.
Additionally, corn earworms have recently mated with a closely related species, old world bollworm, causing corn earworm to develop resistance to some insecticides. Over 250 plant species host corn earworms, raising concerns about its potential to damage other crops. The improved insect control tactics in 2024 increased harvested sweet corn on average by 40 percent over 2023. Learn more at coloradoproduce.org.
n WORKSHOP WILL ADDRESS BUILDING AN ADU
The City of Grand Junction is hosting workshop events for community members to attend and learn more about the process of building an Accessory Dwelling Unit (ADU). The first workshop will be April 10, 5:30 p.m., in the Fire Station Administration training room at 625 Ute Ave.
ADUs are smaller independent living spaces on the same lot as a single-family home and can be attached to the home itself or be separate structures on the property. The city allows a single-family home to have up to two ADUs on a property. The two-hour ADU workshops are structured to review information about design, permitting and construction of an ADU. Quarterly workshop dates are available on a first-come-first-served basis. All workshops are free, but participants must register online.
“The workshops were created as one of the city’s housing strategies and encourages the development of ADUs in Grand Junction,” Housing Division Manager Ashley Chambers said. “By educating community members on the benefits of ADUs and assisting them with resources to construct ADUs, more ADUs are being built, increasing the number of housing alternatives available in Grand Junction.”
In March 2023 the city adopted an ordinance that established an ADU Production Program to incentivize and support the construction of ADUs. The program offers two tiers of incentives to ADU Developers who commit to providing a long-term rental for at least five years. Applicants who are approved for the ADU Production Program are eligible for impact fees to be paid for by the city (tier one) as well as tier two applicants who have a household income of less than 140 percent Area Median Income (AMI) and who live on-site, are eligible for additional cash incentives.
For information about ADU workshops or to register, call the Housing Division at 970-256-4081, email housing@gjcity.org or visit gjcity.org/housing.
Kerry Strauss
Lynn Ashton
commitment by community.”
all agendas, District 51 location.
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