The Conference Board reported that its Leading Economic Index (LEI) slipped a tenth of a percent in April to 95.5.

The index continues to project expansion at a moderate pace for the near term, however. What’s more, separate measures of current conditions and past conditions both advanced in April.

“The indicators reflect an economy that’s still struggling to gain momentum,” said Ken Goldstein, an economist at the Conference Board, a business research and membership group. “Growth is slow, but choppy, and consumers, executives and investors are looking for more progress.”

Ataman Ozyildirim, another economist with the Conference Board, said a decline in housing permits and subdued consumer expectations, along with more claims for unemployment insurance, offset gains in other components to push down the LEI.

Nonetheless, the index has advanced at a rate of 1.8 percent over the six-month period ending in April, a pace Ozyildirim said remains in “expansionary territory.”

Gross domestic product, the broad measure of goods and services produced in the country, grew at an annual rate of 2.2 percent in the first quarter of 2012 after growing 3 percent in the fourth quarter of 2011.

For April, five of the 10 components of the LEI increased, including average weekly manufacturing hours, interest rate spread, new orders for manufactured consumer goods and materials and new orders and credit indexes. Building permits, consumer expectations for business conditions and stock prices all decreased even as initial claims for unemployment insurance were up. New orders for manufactured capital goods held steady.

The Coincident Economic Index (CEI), a measure of current performance, rose two-tenths of a percent in April to 104.3. The CEI gained 1.3 percent over the previous six months.

For April, all four components of the CEI increased: industrial production, nonfarm payrolls, personal income and sales.

The Lagging Economic Index (LAG), a measure of past performance, climbed five-tenths of a percent to 114.9 in April. The index has gained a full point over the past three months.

For April, five of seven components of the LAG advanced. Commercial and industrial financing, consumer credit, labor costs and the price of services all were up, even as the average duration of unemployment benefits declined. Inventories as well as the average prime interest rate charged by banks held steady.

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Dan Danner

The IRS needs money. It’s struggling to get by on about $12 billion a year, an agency official told Congress, warning that insufficient funding prevents adequate enforcement. The result is a $400 billion “tax gap” caused by some taxpayers under-reporting what they owe. 

Washington’s solution? Give revenuers more money. But a better use of the nation’s cash is reflected in the views of American small business owners desperate for a tax system that’s less confusing, affords greater certainty and returns capital to Main Street for growth and job creation. 

And just to warm up for the long overdue, but essential, task of overhauling tax regulations, Congress could immediately ease the burden for small firms and inject some much-needed cash back into the economy where jobs are desperately needed. How? By extending or restoring critical tax provisions that it failed to renew at years’ end. 

There are many of these extenders languishing in limbo that could be revised retroactively if lawmakers act quickly.

If not, small firms can expect a steep tax increase. 

One vital way to improve cash flow, bolster investment and simplify taxes is on the verge of becoming irrelevant, depriving small firms of money they could feed back into operations for growth. Officially dubbed Section 179, it allows small businesses to immediately deduct the full value of equipment investments in the year they’re made rather than over several years.

This allowance could shrink from its current $139,000 level to $25,000 by 2013. The National Federation of Independent Business has recommended returning it to its 2011 point of $500,000. 

 Health insurance equity is a challenge facing self-employed business owners. Under current law, they aren’t allowed a 100 percent deduction for premium costs. Expanding the deductibility of coverage to apply to employment taxes would remove that burden. 

Many businesses established as S corporations could grow and hire more workers if given access to assets tied up by outdated tax rules. Currently, the lengthy holding period for built-in gains prevents these corporations from using assets. By modernizing these antiquated rules, Congress could ease access to essential capital. 

 There’s no greater country in which to launch a small business than the United States. But those who take the leap face such significant startup costs as advertising, legal fees, rent and employee training. An increase in the deduction for startup costs would allow new entrepreneurs to funnel capital back into their businesses faster, boosting local economies and creating more jobs. 

Legislation favoring these small business-friendly extenders has been introduced by U.S. Sens. Olympia Snowe of Maine and Mary Landrieu of Louisiana, and a similar House bill is being prepared. None of these items requires a new tax cut or budget offsets. 

Members of Congress who are uncertain about extending these provisions should ask any taxpaying constituent whether it’s better for the nation’s economy to put cash back in the hands of small business owners or to give it to IRS bureaucrats and enforcers.

Main Street already knows the answer. 

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Craig Hall, Publisher

A couple of news stories caught my eye in the past week.

In Chicago, the city council is looking at plans that would charge 15 to 35 cents in tax on sugary drinks. It’s estimated Chicagoans drink more than 100 million gallons of such drinks each year and consumption would generate almost $130 million in tax revenue annually. I’m sure this figure doesn’t take into account the reduction is soda intake (the alleged reason for the tax), the reduction in sales, the loss of jobs due to the tax across the entire spectrum of food-related industries and, of course, the fact government estimates are always wrong.

But all these economic factors can be ignored, says the city council, because they believe child obesity is a “real clear and present danger.” My question is, if they wanted to promote ways for kids to drink healthier beverages, why did the city implement a 5 cent tax on bottled water in 2008? That tax was, of course, in the name of the environment. So the thought must be, wouldn’t the city have saved the environment more if it had placed that tax on the more than

100 million gallons of other drinks in plastic bottles being consumed? But don’t worry. The city says it will work diligently to come up with a tax policy that pleases everyone. Logic says that’s impossible But then again, the only logic government knows is how to twist it.

In Boston, the State Legislature passed a law that, as of Aug. 1, will outlaw bake sales and so-called competitive foods sold outside its government-approved school lunch programs. The Legislature also is pushing schools to expand the new law to include bans on evening, weekend and community events like door-to-door candy sales, football games and any community gathering. The “no-nonsense” law is intended to combat obesity. Parents, whose kids are probably not obese because they’re active in extra-curricular activities, disagree, as these fund-raisers help pay the bills.

As a dad with active kids, I’ve been known to hock a few unhealthy foods to support my daughter’s dance group and the girls’ classroom needs. And while we sell other things like candles and some gifts, nothing sells like candy, pizza and other delectable goodies that people —particularly parents — like to eat. And no matter how much the public “Health Gestapo” loves to say there are other ways to raise money successfully for your kids’ school needs, bake sales and food sales work. Then again, so would some fiscal responsibility, where the education buck starts.

And in case you are wondering where state and local folks get the temerity to tell all of us how to eat, we have the official panels creating the official reports from the Centers for Disease Control and the National Academies. In the stories I read, one said that the obesity rate “could” affect 42 percent of Americans by 2030. The other said 42 percent of us will be obese. So in a few short days we’ve gone from a projection (worse, a government guess) to an absolute. And that’s all a money and power hungry politician or bureaucrat needs.

Worse yet, the National Academies report states the average person can’t maintain a healthy weight in America’s obesity promoting environment. And we all know how our politicians and bureaucrats feel about taking away our rights and legislate when it comes to the “environment,” particularly in liberal strongholds like Chicago, Boston and the federal government. The good/bad news from these reports is that this is not your fault. The worse news is they say the only solution is for government to take over.

Government must intercede, you see, because the people’s choices for healthy alternatives in food and drink are severely limited. The government must insist that healthy choices are available everywhere Americans eat — like restaurants, malls and health clubs. Additionally, the report suggests that more sidewalks be built so kids can walk to school and people will ride more bikes and that schools provide 60 minutes of physical education daily —since less than 10 percent of schools provide daily physical education for all the kids.

Excuse me? Are there restaurants and health clubs not providing something healthy for their patrons to eat or drink? Maybe kids walk on fewer sidewalks in cities like Boston or Chicago because the parents got the heck out of those liberal utopias. And why are there unhealthy foods and no physical activities in the schools you run Mr. and Mrs. Busybody Bureaucrat?

The reports point to McDonald’s as a success story in healthy alternatives. That’s a crock. If my kids had a Happy Meal “choice” it would be fries and no apples. If it was apples, they’d like the caramel back. Sure, McDonald’s made a choice. It got rid of something to get an ObamaCare waiver.

When the government says, “It’s not your fault, you can’t help yourself,” you can count on one thing: The government is about to help itself to your wallet and your rights. And that’s no fat chance.

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Perhaps it’s a sign of these uncertain times that even a top forecasting economist like Scott Anderson faces difficulty in discerning the future. And he’s honest in acknowledging the fact: “I don’t know what’s going to happen in 2013.”

Anderson, a senior economist with Wells Fargo, offered both good news and bad in his presentation at Colorado Mesa University in Grand Junction.

The good news? There’s been a broad-based expansion in the labor market as well as increases in consumer spending and confidence among small business owners. Corporate profits also have increased.

BUT, Anderson said, there’s bad news in the fact what economic growth the U.S. has experienced has been anything approaching robust. As he put it: “We’re not exactly going gangbusters.”

Perhaps the most troubling prospect of all is this: The current economic recovery is already about half way through what’s been an average duration for economic expansions following World War II of 7.5 years.

Meanwhile, there’s the ramifications of a possible global recession. That’s not necessarily news from a troubled Europe. BUT growth also has slowed in such developing countries as Brazil, India and even China.

That’s not to mention a number of other factors that cloud the economic outlook, chief among them the upcoming presidential election and a Supreme Court ruling on the constitutionality of health care reforms.

While it’s frustrating, it’s also understandable why economists like Anderson interject their buts so often.

Consider some of the other economic indicators reported in this very issue:

The number and dollar volume of real estate sales in Mesa County continue to outpace last year, BUT worries persist about property foreclosures holding down prices.

U.S. payrolls continue to increase, BUT at a slowing pace that brings into question a more robust labor market.

A monthly measure of optimism among small business owners has increased, BUT still only matches a level posted more than a year ago.

At least the situation also can apply in the reverse: A monthly index tracking business conditions in Colorado has lost ground, BUT continues to forecast growth in coming months.

All this economic news can be unsettling. Nonetheless, there’s a measure of hope from other stories in the paper. Read, for example, the tale of two mountain biking enthusiasts who’ve enjoyed success in operating a popular pizzeria in Fruita. Read what two experts had to say about the game-changing power of innovation or taking the right steps to empower women entrepreneurs. There’s also promise for the future in the abilities of Colorado Mesa University students, whether they’re competing in a national marketing competition or earning degrees in a joint engineering program offered with the University of Colorado.

Thankfully, not all buts are bad.

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If they’re so painful, then why conduct performance reviews? Because performance appraisals offer a means for discussing, planning and reviewing the performance of each employee. Regular performance appraisals help employees clearly understand their responsibilities, provide criteria by which their performances are evaluated and suggest ways in which they can improve performances. Performance appraisals also help identify employees with potential for advancement within the company, help managers distribute and achieve departmental goals and provide a basis for awarding compensation based on merit.  

Since performance appraisals influence salaries, promotions and transfers, it’s critical supervisors remain objective in conducting reviews and assigning overall performance ratings. In other words, it’s an opportunity to get everyone on the “same page.” Ideally, performance appraisals constitute a forum for supervisors and employees to discuss current performance and set goals.

Formal reviews should be conducted at least annually, although some employers choose to do them more frequently. Between reviews, supervisors should provide ongoing feedback to their subordinates. There should be no surprises during the formal review process. Performance reviews are most effective when they’re conducted as a dialogue. Supervisors should listen, accept feedback and provide feedback. The review is about the discussion, not the form.

That said, there are pitfalls, or rather errors, that can occur and skew performance ratings. According to Wayne State University, the most common errors include:

The attractiveness effect — the well-documented tendency for people to assume that people who are physically attractive are also superior performers.

Attribution bias — the tendency to attribute performance failings to factors under the control of the individual and performance success to external causes.

Central tendency — the inclination to rate people in the middle of the scale even when their performances clearly warrant substantially higher or lower ratings.

First impressions — the tendency of managers to make an initial positive or negative judgment of an employee and allow the first impression to color or distort subsequent evaluations.

Halos or horns effect — the inappropriate generalizations from one aspect of an individual’s performance to all areas of that person’s performance.

High potential error — confusing an individual’s future potential with his or her current performance

Negative and positive skew — the rating of all individuals as higher or lower than their performance actually warrants.

Past performance error — permitting an individual’s poor or excellent performance in a previous rating period to color the manager’s judgment about  performance in the current rating period.

Recency effect — the tendency for minor events that have happened recently to have more influence on the rating than major events that occurred months ago.

Similar-to-me effect — the tendency of individuals to rate people who resemble themselves higher than they rate others.

Stereotyping — the tendency to generalize across groups and ignore individual differences.

How does one overcome these potential rating errors?  The major cause is a lack of training. Supervisors can avoid committing these errors once they understand them and how they occur.

In addition, good performance documentation is key to overcoming rating errors. Written notes, regularly updated, can also serve as a source of specific information for coaching and counseling and as required documentation for progressive discipline cases. 

Clear definition of employee objectives and performance expectations are also important. If both the manager and employee have a clear understanding of what is expected on the job, the entire performance evaluation process becomes much more effective.

Now, happy reviewing.

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The Conference Board  reported that its Employment Trends Index climbed to 108.04 in April, up eight-tenths of a percent from March and 7.1 percent from this time last year.

“The growth in the Employment Trends Index in recent months is signaling moderate improvements in employment,” said Gad Levanon, an economist with the Conference Board, a business research and membership group.

“The disappointing job gain in April (115,000) is probably below the current trend and should pick up to about 150,000-175,000 jobs a month through the summer,” Levanon said.

The Employment Trends Index aggregates eight labor market indicators into a single composite index. For April, five of the indicators advanced.

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The National Federation of Independent Business reported that its Index of Small Business Optimism advanced two points in April to 94.5. With the gain, the index returns to a reading posted in February 2011.

The index is based on the results of monthly surveys of members of the NFIB, a small business advocacy group based in Washington, D.C.

While the index remains historically weak, there was good news in the details in April, said Bill Dunkelberg, chief economist of the NFIB. “Job creation plans, job openings and capital spending plans all increased. Hopefully, this performance will hold in the coming months.”

Concerns about slow economic growth, a European debt crisis and mounting U.S. deficits persist, however, Dunkelberg said. “Most likely, there will be only small improvements on Main Street in optimism or hiring and spending this year. With the election six months away, the index will signal how small firms see the economy’s future unfolding — and their outlook will be telling.”

For April, six of 10 components of the Index of Small Business Optimism advanced, two components retreated and two remained unchanged.

The proportion of small business owners responding to the survey upon which the April index was based who expect the economy to improve over the next six months rose three points, but remains at a net negative 5 percent.

The share of owners planning staffing increases jumped five points to 5 percent. At the same time, 17 percent of owners reported unfilled job openings, up two points.

The proportion of owners planning capital expenditures over the next three to six months climbed three points to 25 percent, while 7 percent of owners said they consider now a good time to expand.

The share of owners planning to increase inventories remained unchanged at a net 0 percent.

A net 6 percent of owners expect sales volume to increase, down two points, while 19 percent of owners cite weak sales as their top business problem.

Reports of positive earnings trends jumped 11 points, and at a negative 12 percent has climbed to its highest reading since April 2007.

A net 8 percent of small business owners reported raising selling prices, up two points from March and nine points from January.

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Jeffery Ferguson, left, and Ken Burns operate E-Waste Recyclers of Colorado, a fast-growing Grand Junction firm that processes copiers, computers and other electronics. (Business Times photo by Phil Castle)

Running a fast-growing electronic recycling business has been something of a moving experience for Ken Burns and Jeffery Ferguson.

By accepting nearly everything that plugs into an outlet or runs on batteries, E-Waste Recyclers of Colorado has grown as rapidly as the volume of materials the Grand Junction company handles. In the process, the company has moved four times in less than a year into successively larger quarters.

“We just continue to grow,” said Burns,

co-owner along with Ferguson, his brother-in-law.

The two have even loftier ambitions in securing an important certification and further expanding operations. “We want to be a national player in three years,” Burns said.

Their latest move brings E-Waste Recyclers to 1027 S. Seventh St. The 8,000 square-foot building offers more room as well as office space for the company, Burns said.

Burns and Ferguson launched the company in July 2011 with a Web site, a storage unit, a few tools and a Toyota Camry they used to pick up electronics.

The operation quickly outgrew the storage unit and Burns and Ferguson moved into a building on First Street and then into a nearby warehouse previously used for a furniture store.

E-Waste Recyclers accepts most materials for no charge, including appliances, computers, cellular telephones and office equipment. The only exception is the cathode ray tubes (CRTs) found in older TVs and computer monitors. The firm charges $10 to $35 to dispose of CRTs.

In addition to accepting materials from individuals, E-Waste Recyclers has secured a number of commercial and governmental clients in Western Colorado, Burns said.

E-Waste Recyclers processes materials in a variety of ways. Electronics that don’t work are dismantled to salvage the various metals used in their construction, including aluminum, copper, steel and even the gold found in high-grade circuit boards. Equipment that still works is refurbished and sold or donated to local charities, Burns said.

The volume of electronics the company processes has grown significantly. Operating only about five months in 2011, the firm handled 79 tons of materials. Burns expects that figure to increase to 140 tons in 2012.

Burns hope to soon secure what’s called responsible recycling, or R 2, certification. Meeting those guidelines not only would make E-Waste Recyclers the only certified firm in Western Colorado, but also enable the company to work for any client across the country, he said.

While electronics recycling constitutes good business, it also serves an important function in addressing the growing problem of disposing of obsolete computers and other devices while keeping potentially hazardous materials out of landfills. And that’s a moving experience for Burns and Ferguson as well.

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Students attend classes at CMU in Grand Junction. CMU faculty teach lower-division courses, while CU faculty teach upper-division courses. Graduates receive bachelor’s degrees from CU.

A total of 116 students are in various stages of completing the program launched four years ago. Another 122 students have expressed in the program.

Greg Wall, one of the nine graduates, said he expects a promotion and pay raise as a result of earning an engineering degree. The 25-year-old Grand Junction man works for Williams Energy as a draftsman.

Wall said location was among the most important factors in choosing the program offered by CMU and CU.

“I didn’t have to quit my job in Parachute, and I didn’t have to go into debt to go to school,” he said. “I had an associate’s degree in computer-aided design and drafting from CMU, and I was working with and for engineers. My supervisor said it was a good opportunity for my career.”

Aaron Clymer said he decided to enroll in the engineering program after serving four years in the Marine Corps.

The 30-year-old Grand Junction man said he chose the program because it enabled him to earn a degree from CU while enjoying the smaller and more personal environment offered at CMU.

Clymer will start full-time work as an engineer at GPD Global, a Grand Junction company that sponsored his senior engineering project.

“They were impressed with the presentation and the ideas (our team) had. I was hired as an intern in February, and I just got a full-time offer,” he said.

“I don’t think I could have chosen a better career path,” Clymer added. “There’s so much involved in the engineering program — communications, presentation skills, math, physics, problem-solving. It has just about everything.”

Jeremy Styers also was drawn to the engineering program because of its location in Grand Junction. The 29-year-old Styers transferred from Colorado State University after hearing about the program from friends and family.

Styers has been working part time this year at Lewis Engineering, which sponsored his senior project, and recently received a full-time job offer from the Grand Junction company. “It worked out pretty well,” Styers said.

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The value of agricultural exports during the first two months of 2012 totalled $222 million, up $45 million from the same span last year.

The 25 percent gain constituted the fourth year in a row ag exports have increased on a year-over-year basis during the first two months of the year.

“Colorado’s agricultural industry continues to be a shining light in a difficult economy,” said John Salazar, the state agriculture commissioner.

The value of meat exports during the first two months of 2012 increased more than $30 million compared to last year.

Colorado remains the top beef exporter to Canada, the second-ranked beef exporter to Japan and the third largest beef exporter to Mexico. Egypt and Chili, both new purchasers of Colorado beef over the past year, quickly have become the sixth and seventh largest export markets, respectively.

The value of dairy exports from Colorado rose nearly 80 percent during the first two months of 2012 to $13.7 million. Fully 92 percent of dairy exports went to Mexico, with some additional exports to Pakistan, Chili, Canada and seven other countries.

Mexico remained the second largest export market for Colorado agricultural products and the fastest growing market with a 46 percent increase in the first two months of 2012 compared to last year.

Dairy products accounted for most of the gain with a 90 percent increase in exports to Mexico. But exports of beef, dry edible beans, animal feed and cereal grains also increased.

Salazar said he hopes even greater gains will be made in Mexico. “We continue to work for greater market access in Mexico and will work in partnership with our agricultural industries to develop those opportunities,” he said.

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A dedication for the Palisade Fruit & Wine Byway is scheduled for 2 p.m. May 11 at High Country Orchards & Vineyards and Colterris Winery, 3548 E 1/2 Road.

The event will include tours through the orchards, vineyard and winery. Participants also may visit the lavender gardens, peach packing facility and wine tasting room as well as check out a display of vintage tractors.

A reception will honor key partners in the byway project.

The Palisade Fruit & Wine Byway was developed with funding from a Colorado Department of Agriculture grant awarded to the Colorado Association for Viticulture and Enology.

Local organizations and businesses — including Mesa County and the Town of Palisade — provided matching funds for the project to design and install signs to mark the byway. Signs were installed at Interstate Highway 70 exits into Palisade, along U.S. Highway 6 and Colorado Highway 141 and along the byway route itself.

The signs are designed to direct traffic off the highways and guide visitors to orchards, wineries and produce stands. The effort also is expected to promote tourism and agricultural business in the Grand Valley.

The Palisade Fruit & Wine Byway project will continue with a second grant that will help fund additional signs, a kiosk, mobile telephone application and printed marketing materials.

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How can companies convince college graduates with degrees in engineering, accounting and other professional fields to consider careers in the energy industry?

One recruiting tool could be a reality television show that offers both an educational and entertaining look at the variety of jobs in the industry while appealing to a younger audience still making decisions about occupational aspirations.

At least that’s idea of a team of five Colorado Mesa State University students selected as a finalist in a national marketing competition.

Timothy Lynn, Brittany Moon, Michael Morrissey, Robert Sutton and Michael Mankoff, all seniors at CMU, are scheduled to pitch their presentation to executives from the American Petroleum Institute on May 10 in San Francisco. CMU will go against teams from Northwood University and the University of Texas Arlington.

EdVenture Partners, a California-based organization that promotes partnerships between education and industry, coordinates the national case study competition.

In the latest case study, students were challenged to develop integrated marketing plans for recruiting recent college graduates of scientific and professional programs for careers in the energy industry.

At CMU, Tim Hatten enlists students in his advanced marketing course to join in a competition that’s also become something of a tradition. Previous CMU teams have finished among the top 10 teams nationwide and in 2003 placed third.

In 2005, CMU bested a field of 37 other teams to win a national competition to develop a marketing plan for Cadillac.

The goal each year, Hatten said, is not only to win, but in the process create an environment in which marketing students perform like marketing professionals. “I try to make it as real world as humanely possible, and it pays off.”

Students conduct research, develop recommendations based on their findings and then condense their work into a concise presentation. Students pitch their presentations in a boardroom as if they were working for actual clients.

Hatten said the winning team in his course that went on to become a finalist in the latest case study discovered that young people begin making decisions about careers as early as age 13 and the process can continue for another 10 years or so.

To capture the attention of a younger audience, the team developed the concept of a reality television show depicting various jobs for professionals in the energy industry. The show could be similar to “Celebrity Apprentice,” which pits celebrities performing various tasks as they’re evaluated by mogul Donald Trump.

The CMU students have an advantage, Hatten said, in that the university offers degree programs that prepare students to work in the energy industry. That includes a landman and energy management program that combines coursework in geology and environmental sciences with business administration.

Regardless of the outcome, Hatten said the case study competition offers an important learning experience for students who soon will graduate and start careers themselves.

“I love everything about these competitions. They really bring out the best in giving us a chance to go head-to-head with better-known universities on a level field,” Hatten said. “There are no big-school, small-school divisions, so everyone rolls out their best to see if it’s good enough.”

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Rachel Cosgrove defies any outdated stereotype of women as damsels in distress.

Cosgrove has developed one of the top gyms in the United State and along the way has become a corporate consultant, magazine columnist and best-selling author.

Other women can enjoy similar success if they take the correct steps and envision for themselves a different role than damsels in distress, she said. “Find your inner Wonder Woman. Find your inner superhero,” she said.

Cosgrove shared her experiences as well as her advice during a presentation to the Mesa County Women’s Network in Grand Junction.

Cosgrove and her husband, Alwyn, operate Results Fitness in Santa Clarita, Calif. What started out in 2000 in a 650 square-foot space with only a handful of members has grown into a 7,000 square-foot facility with 22 employees and 350 members. Men’s Health magazine has ranked Results Fitness among the top 10 gyms in the country.

Cosgrove also works as a consultant to such Fortune 500 companies as Nike and Gatorade and a columnist for Women’s Health magazine. She’s the author of  “The Female Body Breakthrough” and a contributor to the best-seller “The Big Book of Exercises.”

In addition, Cosgrove mentors other entrepreneurs in the fitness industry, among them Kiele Wilson, owner of Empower Fitness in Grand Junction. Wilson also serves as president of the Mesa County Women’s Network.

Cosgrove said women are naturally well-positioned to become successful entrepreneurs because they tend to bring important attributes to their ventures. They can handle multiple tasks even as they remain organized and pay attention to details. They also tend to be good communicators who can establish relationships.

But it also takes a determined effort to set and realize goals, cultivate high a

self-worth and put in place the systems and relationships that foster success, she said.

Women must decide on their own journeys and take the necessary steps to get there, Cosgrove said. Writing down goals constitutes a good first step, she said.

It’s important to establish business as well as personal goals. Cosgrove said one of her own personal goals was to fly first class on Virgin Atlantic Airways. She not only realized that goal, but in the process also met Richard Branson, the British billionaire who founded the airline.

Cosgrove also suggested that women entrepreneurs create what she called a vision board and keep it in different places to remind them of their aspirations for business as well as family, finances, health and spirituality.

In addition, women entrepreneurs should write down their core values and remember them even as they pursue their visions.

After deciding what it is they want to be the best at, women entrepreneurs should develop tunnel vision in focusing on their goals, Cosgrove said. Hiring a coach can help them to keep on track, but so can learning to say “no” more often, she said.

In cultivating high self-worth, women should take those actions that can increase their value as entrepreneurs or professionals. Such habits as reading and writing on a daily basis help as well, Cosgrove said. And women shouldn’t be afraid to “rock the mic” in promoting themselves and their ventures or leading their staffs. “Picture yourself as the rock star you are.”

Putting in place systems — including checklists, instructions, scripts and templates — helps in training employees and offering more consistent services to customers, Cosgrove said.

Establishing and fostering strategic relationships constitutes an important step toward success as well. And it starts with customers, Cosgrove said. “Clients don’t care how much you know until they know how much you care.”

She encouraged women entrepreneurs to tell their stories when meeting with customers or marketing their ventures. While it’s important to write e-mails in a professional manner, hand-written cards can make a good impression when circumstances warrant them.

As a final bit of advice, Cosgrove said successful women entrepreneurs master their emotions and learn how to compartmentalize. Moreover, they trust their intuition. “This is one of our most powerful tools as women.”

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Colorado comes in at 10th in the 2012 Business Tax Index calculated by the Small Business & Entrepreneurship Council, an advocacy, research and networking organization based in Washington, D.C.

Colorado also ranked 10th in the 2011 index.

Raymond Keating, chief economist of the SBEC, calculates the annual index he said offers an important look at the accumulative effects of state tax systems.

“All taxes matter, whether imposed at the federal, state or local level of government,” Keating said. “They matter to consumers, entrepreneurs, investors and businesses. State and local levies matter in terms of a state’s competitiveness. And they matter when it comes to economic growth and job creation.”

The index combines 18 different tax measures into one score that offers comparisons among the 50 states as well as the District of Columbia. The lower the score, the higher the ranking.

Colorado received a score of 27.260 in the latest index and continues to fare well because of the comparatively lower tax rates assessed in the state.

Colorado assesses the eighth lowest corporate income taxes with a top rate of 4.630 percent. That same rate ranks as the 10th lowest corporate capital gains rate, 17th lowest personal income tax rate and 19th lowest personal capital gains rate.

Colorado ranks eighth in an assessment of unemployment taxes.

Colorado imposes the 14th lowest state and local sales taxes as measured as a share of personal income. Colorado ranks 21st for the lowest state and local property taxes as measured as a share of personal income.

Colorado assesses the 15th lowest state diesel tax and is tied for the 17th lowest state gasoline tax.

South Dakota ranked first in the 2012 Business Tax Index followed by Texas, Nevada, Wyoming and Washington. Minnesota ranked last in the index among the 50 states, followed by New Jersey, New York, Iowa and Maine.

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Scott Anderson

Scott Anderson ranks among the top forecasting economists in the United States.

Faced with the uncertainty associated with a slow recovery in the U.S., a recession in Europe and an upcoming presidential election, though, even Anderson has difficulty discerning the future.

“I don’t know what’s going to happen in 2013,” Anderson acknowledged during a presentation in Grand Junction.

Anderson, a senior economist with Wells Fargo, detailed some encouraging trends he described as a glass half full. But concerns about the global economy and particularly Europe present the less upbeat perspective of a glass half empty, he added.

The Grand Valley should join in a more robust regional recovery as employment increases and the unemployment rate decreases, Anderson said. But weaker incomes could affect retail sales. More home sales and construction are forecast, but the housing market has yet to substantially rebound, he added.

Anderson said his job at Wells Fargo has afforded him a front row seat from which to watch unprecedented economic events over the past decade, including one of the worst recessions since the Great Depression and what’s been a slow U.S. recovery since then.

Anderson cited a number of what he called “positives” in the U.S. economy, including a broad-based expansion in the labor market and increases in consumer spending and confidence among small business owners.

Several leading indicators offer encouragement as well, Anderson said. Corporate profits have increased, and accumulated cash could help cushion a downturn.

Bank profits have increased as loan losses have receded and consumer lending has increased for car loans, student loans and credit cards, he said,

Nonetheless, the economic recovery hasn’t exactly been robust, he added. “We’re not going gangbusters.”

What’s more, the U.S. is already about half way through what’s been an average duration of economic expansions following World War II of 7.5 years.

Gross domestic product, the broad measure of goods and services produced in the country, is expected to grow at an annual rate of 2 percent for 2012. Still, there’s a chance growth could slow during the second half of the year, he said. “You still have to be careful. You still have to be cautious.”

Despite some job growth, the U.S. has yet to regain the millions of jobs lost during the recession, Anderson said. “There’s still a lot of idle labor out there.”

There’s also the prospect inflation could hamper the consumer spending that accounts for about 70 percent of all economic activity in the U.S., he said. Gasoline prices and rents have increased even as an ample labor supply has kept wages down.

The housing market continues to suffer what Anderson called a hangover in the aftermath of a housing bubble that burst. While sales have bottomed out and construction activity has increased, prices continue to decline. Historically low mortgage rates could bolster the housing market, but many buyers are investors snapping up bargains and paying with cash.

Even though the U.S. continues to fare comparatively well, sputtering growth elsewhere around the world could effect U.S. manufacturing and exports, Anderson said. As Europe faces recession, growth has slowed in such developing countries as Brazil, Indian and China. “I’m not real happy with what I’m seeing globally.”

Several other factors also cloud the economic outlook, Anderson said, including the implications of the upcoming presidential election for federal fiscal policy as well as the fate of large tax cuts scheduled to expire at the end of the year. Businesses face uncertainty until the Supreme Court rules on the constitutionality of health care reforms.

Government belt tightening could slow the economy. But at the same time, a credible plan is needed to address unsustainable increases in federal debt, he said.

Anderson also offered something of a mixed outlook for the Grand Valley in the portion of his presentation focusing on the local economy.

Anderson said he expects a stronger regional recovery this year.

Payroll gains in such industry sectors as professional and business services, leisure and hospitality and construction and mining should help to bring monthly unemployment rates below 8 percent.

Nonetheless, incomes haven’t yet recovered from the recession and could affect consumer spending and in turn retail sales, he said.

Activity in the Grand Junction housing market should continue to increase with more real estate sales and construction. But the market has yet to return to levels seen before the recession. “We’re still just bounding off the bottom,” he said.

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Anne Keller, left and Jen Zeuner are surrounded by the t-shirts, hats and other merchandise they sell at the Hot Tomato in Fruita. The most popular products at the restaurant, though, are the handcrafted pizzas and salads. (Business Times photo by Phil Castle)

hil Castle, The Business Times

Anne Keller and Jen Zeuner dreamed their entrepreneurial dreams for years, thinking about ways to turn their knowledge and passion for mountain biking into a business.

Keller and Zeuner realized those dreams in a venture that caters to mountain bike enthusiasts, but in a different way than they initially contemplated. They’ve enjoyed success nonetheless in operating a pizzeria that over the course of almost seven years has become as popular an eatery for visiting cyclists and other outdoor adventurers as a diverse local clientele.

“It’s been great. We’ve had solid growth every year,” says Keller, co-owner along with Zeuner of the Hot Tomato in Fruita.

The two attribute their success to the pizzas, salads and other fare made fresh from scratch daily at the restaurant. Quality customer service delivered by happy employees makes a difference as well.

At the same time, though, the two have held true to their vision of operating the kind of place they’d enjoy patronizing themselves. “That definitely plays a role,” Keller says. “We knew what we wanted. We knew what we liked.”

Given the success of the Hot Tomato in Fruita, Keller and Zeuner are now considering franchising the operation with likely locations in other mountain bike and ski resort communities. “We have a list of a few people who are interested,” Zeuner says. “We have to make sure all the little ducks in the pond are lined up and ready to go.”

Keller and Zeuner moved to Fruita for the world-class mountain biking available in the area. An avid cyclist and photographer, her photographs of mountain biking have appeared in numerous magazines. Zeuner raced professionally in national and international mountain biking circuits, competing in downhill and dual slalom events.

Keller and Zeuner initially worked at bicycle shop in Fruita — Keller as sales manager and Zeuner as general manager.

Keller says the two knew they wanted to open their own business, but also desired to remain in Fruita. While they initially wanted to continue working in the cycling industry, they took advantage of an opportunity to purchase a pizzeria.

The two knew there was demand for a pizzeria because of the inquiries they received from visiting cyclists at the bike shop, Keller says. “We knew that the niche was there from the bike shop. We knew the demand was there.”

Keller and Zeuner brought their own approach to their new venture in creating a restaurant that appealed not only to visiting cyclists, but also local customers. Having grown up in New Jersey, Zeuner knew she wanted to offer East Coast-style pizza, but pies made from scratch daily with fresh ingredients.

Zeuner originally had come up with name of Hot Tomato for a bike shop, but realized it worked well for a pizzeria.

After operating the Hot Tomato for four years in one location, Keller and Zeuner were unable to renew the lease and were forced to close.

But that closure turned out to be a blessing, Zeuner says, because it gave them time to secure financing, purchase their own building and renovate that building to better suit their needs.

They ended up purchasing a former dry cleaning business and remodeling the building to create a new Hot Tomato location with twice the space of their old location. The restaurant seats up to 58 customers inside and another 38 customers on patios outside.

Keller and Zeuner employ a staff of 18.

In addition to various kinds of specialty pizzas, the Hot Tomato serves up calzones and strombolis as well as salads, beer and wine. Pizza remains a best seller, Keller says, while dinner is typically busier than lunch.

Keller and Zeuner recently purchased and installed a new pizza oven that can bake 21 pizzas in seven minutes, nearly tripling the production available from their old oven that could handle only eight pies at a time.

The new oven bakes pizza so quickly, Keller says, customers often get their pizzas before they can settle down at their tables with their drinks.

Fresh food and fast and friendly service bring in customers, Keller and Zeuner says. At the same time, though, the two appeal to a demographic with which they’re thoroughly familiar: mountain bike enthusiasts and other outdoor adventurers.

Rob Vavak, an assistant vice president at U.S. Bank in Grand Junction, worked with Keller and Zeuner in securing financing for their building and the new pizza oven.

Vavak say the two also have enjoyed success because of their financial management skills in keeping costs low and not pulling all of their profits out of the business.

Keller and Zeuner say they’ve appreciated the assistance they’ve received in obtaining financing, particularly the prompt response to their inquiries.

Given the success of the Hot Tomato in Fruita, Keller and Zeuner are now considering franchising. They believe they can replicate their operation in other mountain bike and ski resort communities. And so they continue dreaming their entrepreneurial dreams.

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Raymond Keating

It’s hard to be both an entrepreneur and pessimist. Entrepreneurship really requires optimism. Of course, that optimism must be rooted in reality.

Consequently, it’s been tough to be an entrepreneur in recent years, not to mention an economist for a small business advocacy group. After all, you long to remain optimistic about the economy, but policymaking has made robust optimism unrealistic.

We were reminded of this unfortunate fact when the Bureau of Economic Analysis released its initial estimates on growth in gross domestic product during the first quarter of 2012.

After one of the worst recessions in the post-World War II era ended in mid-2009, the subsequent recovery has been grossly underperforming.

Based on data for periods of economic recovery and growth over the past six-plus decades, we should experience real GDP growth averaging at least in the 4 percent to 4.5 percent range.

According to the latest estimates, however, real GDP growth in the first quarter came in at a mere 2.2 percent. And during this recovery, growth has averaged only 2.4 percent, without growth in even one quarter touching 4 percent.

Quite simply, one of the worst economic recoveries on record continued to grossly underperform in the first quarter.

Given the egregiously anti-growth tax, regulatory and spending policies; largely nonexistent U.S. trade policy; and misguided monetary policy that have dominated for more than four years now, no one should be surprised by this dismal economic record.

Particularly troubling in the first quarter GDP data was the fact that private nonresidential investment was so poor, with investment in structures falling

12 percent and software and equipment only inching forward 1.7 percent.

That’s troublesome now and for the future.

Looking ahead, if such policymaking persists, no one should be surprised if the U.S. meanders along in Europe-like sluggishness.

Of course, things don’t have to be that way.

Our nation could return to economic greatness and leadership if we choose to unleash the creative power of entrepreneurs, investors and businesses by getting government out of the way — that is, by permanently and deeply reducing tax rates, deregulating, reining in the size of government, advancing free trade and refocusing monetary policy on price stability.

That would be cause for entrepreneurial optimism firmly rooted in policy reality.

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Orrin Thompson

Orrin Thompson and Heidi Elder of Real Estate West in Grand Junction have earned the Accredited Buyer’s Representation designation.

The Real Estate Buyer’s Agent Council of the National Association of Realtors awards the designation to real estate professionals who complete courses in buyer representation and submit documentation verifying their experience.

Heidi Jo Elder

Thompson serves as coordinator of a team at Real Estate West involved with Department of Housing and Urban Development properties. Elder also works on the HUD team.

Owned and operated for five years by Tina Harbin, Real Estate West operates offices at 1001 N. Fifth St. For more information, call 243-7100 or visit the Internet Web site located at www.realestatewestonline.com.

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Michelle Meagher

Michelle Melgares has joined Cornerstone Mortgage Co. as a loan officer at the firm’s Fruita office.

Melgares brings to her latest position more than a decade of experience in the lending industry.

“Michelle has a great deal of experience in many aspects of the mortgage industry,” said Jim Hunter, senior vice president of Cornerstone Mortgage. “I expect she will make quite an impact in the Colorado market for our company, and I look forward to Michelle helping improve our presence in the state.”

Cornerstone Mortgage operates 15 offices and employs more than 76 loan officers throughout Colorado. For more information, call 263-5435 or log on to www.MichelleMelgares.com or www.houseloan.com.

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Terah Malievsky

Terah Malievsky has joined Family Health West in Fruita as manager of materials management.

Malievsky oversees the purchase and maintenance of support materials for Family Health West facilities, including its hospital, assisted-living and skilled-care homes and outpatient centers.

She holds a bachelor’s degree in finance and economics and is enrolled in the master’s of business administration degree program at Colorado Mesa University in Grand Junction.

“We are happy to have Terah on board. Her positive outlook and commitment to being a team player will make her a valuable asset to the organization,” said Mark Francis, chief executive officer of Family Health West.

For more information about Family Health West, visit the Web site located at www.familyhealthwest.org.

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Dr. Michael Pramenko

Dr. Michael Pramenko has been named executive director of Primary Care Partners in Grand Junction.

Effective June 1, Pramenko will succeed Dr. Roger Shenkel, who’s retiring after a more than 40-year career in health care. Pramenko will continue to see patients of Family Health Physicians of Western Colorado, a division of Primary Care Partners.

Pramenko joined Family Physicians of Western Colorado in 1998. He has worked in the full arena of family medicine, including obstetrics, pediatrics, prevention medicine and geriatrics. 

Pramenko completed his family practice residency at St. Mary’s Hospital in Grand Junction after obtaining his medical degree from the Dartmouth College Medical School. He also holds a degree from the University of Colorado.

Primary Care Partners operates the Fairmount Health Park located at 3150 N. 12th St. The partnership includes two family physician groups, a pediatrics group, a diagnostic laboratory, nutritional and diabetic education services and an after-hours non-urgent care clinic.

For more information about Primary Care Partners, call 245-1220 or visit the Web site located at www.pcpgj.com.

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Shoppers will be encouraged to purchase dog and cat food, collars and other supplies and leave them in donation bins at the front of the store. An adoption event for pets from the animal shelter is set for 10 a.m. to 2 p.m. May 11.

Nestle Purina Pet Care also will participate in the event. A representative from the company will give out coupons and prizes.

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The Grand Junction Economic Partnership Outdoor Committee plans to use the videos to promote the area as part of efforts to recruit businesses.

Videos of biking, hiking, rafting and other activities should be posted to the GJEP Outdoor Industry Facebook page located at www.facebook.com/OutdoorIndustry/GJEP. Videos also may be e-mailed to frontdesk@gjep.org. The entrants who submit what are deemed the top three videos will win GoPro HD Hero cameras.

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Clifton Auto Body and Textbook Brokers in Grand Junction will offer a $400 scholarship good for books, materials and supplies at Textbook Brokers.

To enter for a chance to win the scholarship, students must shoot a digital photograph of their ugly cars and e-mail the images to cliftonautobody@gmail.com. Entrants should include their names, e-mail addresses and telephone numbers. Entrants will receive an e-mail back with a link to their photographs on the Web site at www.buzztown.com. Entrants can forward that link to friends and ask them to vote for their photos. The entrant who submitted the photo receiving the most votes will win the scholarship. The winner also will receive a Mother’s Day care detailing package from Clifton Auto Body.

Elyse Casselberry, co-owner of Clifton Auto Body along with her husband, Jerry, said she hopes to offer the scholarship for years to come. “We can think of no better way to invest in our community than by supporting its future learners and eventual leaders.” she said.

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 Commercial Refuse Service uses a truck-mounted machine to clean, disinfect and deodorize trash bins. The process is environmentally friendly in using biodegradable cleaning solutions and recycling the water.

The service is available for a one-time cleaning or on a monthly basis. Prices start as low as $9.99.

For more information, contact Commercial Refuse Service at 243-8555.

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Dr. Richard Stiefler offers the Pellevé wrinkle reduction system at Le MedSpa.

The system uses radiofrequency technology to offer a noninvasive and nonsurgical option for reducing wrinkles. The system slowly delivers heat into the deeper layers of the skin, tightening skin and promoting the growth of new collagen. Patients report the treatment feels like a deep, warm facial massage — and virtually pain free.

“A Pellevé treatment can be completed in under an hour. And no downtime means clients are back to work and their normal activities immediately — and looking refreshed,” Stiefler said.

Le MedSpa is located at 2530 N. Eighth St., Suite 203. For more information, call 245-1500 or visit the Web site located at www.wecareaboutyourskin.com.

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Margie Wilson and Frank Cooley own the independent book store, located at 350 Main St. in downtown Grand Junction.

The store is open daily to sell new and used books, including best-sellers, fiction, nonfiction and regional history.

For more information, call 424-5437.

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CDL College offers an online learning system in which students complete coursework from their own homes and at their own pace. Once those required modules are finished, students then begin their behind-the-wheel training.

“We are committed to helping the people of Mesa County find sustainable employment,” said Mike Euglow, director of CDL College.

For more information, call 986-4925 or visit the Web site located at www.cdlcollege.com.

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“SGM is making this name change to acknowledge how much we have evolved over time,” said Louis Meyer, president and chief executive officer.

“Initially we provided traditional civil engineering and surveying services. We now provide a more diverse set of services, including energy management, water and wastewater contract operations, municipal town management, GIS mapping and asset management,” Meyer said. “Finally, we have added several new employees to our shareholder ranks, setting us up for consistent, stable leadership in the years to come.”

Founded in 1986, SGM operates office in five Western Slope locations: Aspen, Glenwood Springs, Grand Junction, Gunnsion and Meeker. For more information, call 245-2571 or visit the Web site at www.sgm-inc.com.

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“We’re happy to provide financial education opportunities to the youth of our communities,” said Pete Waller, president and chief executive officer of FNBR. “Children learn spending habits early, and the goal of this program is to educate them on the power of saving.”

The American Bankers Association Education Foundation created the Teach the Children to Save Program and National Teach Children to Save Day. Volunteers from banks across the country visit elementary and middle schools to teach students about such concepts as savings, interest and budgeting.

FNBR continues to schedule free presentations for schools and youth organizations. For more information, contact Kristi Adams at 683-4556 or KristiA@fnbrockies.com.

Based in Grand Junction, FNBR operates locations in seven Western Colorado communities. For more information, log on to the Web site at www.fnbrockies.com.

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According to the results of a study conducted by the University of Colorado Business Research Division, the craft brewing industry generates $446 million in annual economic benefits.

That total includes nearly $102 million in income and more than $179 million in total employment effects.

“Colorado craft brewing creates a dynamic impact on the Colorado economy,” said John Carlson, executive director of the Colorado Brewers Guild (CBG), a trade association promoting the craft brewing industry in the state.

“Explosive growth continues to have a huge economic effect on the state, with no sign of slowing down,” Carlson said.

Collectively, the 139 licensed craft brewers in Colorado employ nearly 6,000 people. “Craft brewers are on a double-digit growth trajectory, and the potential for new job creation is expected to climb even higher,” Carlson said.

The industry contributes an additional $9 million annually in a special beer excise tax unique to Colorado brewers.

Carlson said the industry is well-positioned for growth in part because of a regulatory system that fosters the success of independent brewers.

“With 139 craft breweries and more on the way, we are the envy of the nation when it comes to brewing up a dynamic beer culture,” said Dave Thibodeau, president of the CBG and founder of Ska Brewing in Durango. “CBG brewers are the catalyst for creating an electric beer culture, while contributing to entrepreneurial activity and spurring beer tourism throughout the state.”

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Greg Keller

What would you do if all of your data and essential information were gone or in the hands of someone who could do harm to you or your company?

Most companies do not answer this questions until it’s too late and they have had a security breach.

Think of the role technology plays in our personal and professional lives: it helps us engage with clients and colleagues; it can give businesses an edge on competition; it often provides new tools to run a business in an effective and efficient manner, and it allows us to create new ways of selling products and services.

Although technology is a prime concern for both small and large businesses, typically, small businesses have fewer defenses than big companies even though cyber criminals target smaller businesses just as often as they target larger companies.

Because one security breach could shut down your entire network and compromise important data, it is important to provide safeguards that will help protect you, your business information, and your sensitive client information.

And, as companies will continue to release new technology, it is wise to beef up your internal security procedures before deploying new devices, software, and systems.

Here are some practical tips that are easy to implement:

#1: BE ALERT:

As they say, yesterday’s hackers are today’s cyber criminals. As technology opportunities increase; so do threats. Typically in slow economies there are more security issues and more opportunists looking for any vulnerability in your security to exploit.

#2: BE INVOLVED:

To avoid disruption in your business, owners should be involved in all aspects of the operations, including technology.

#3: STAY AHEAD OF THE CURVE:

Map out a good internal disaster plan and be ready to respond to any disruption immediately. The best way to keep your information safe is to protect against the possibility of a breach in the first place.

#4: ENFORCE STRONG PASSWORDS:

Passwords should include upper and lower case letters along with numbers and symbols and should be at least 10 or more characters. Don’t use the same password for multiple accounts. Passwords should be changed on a regular schedule and the accounts of terminated employees should be deactivated immediately.

#5: EDUCATE EMPLOYEES:

Cultivate a teachable culture within your organization. Technology will continue to improve so train your employees to embrace an ever-changing environment. It’s helpful if management can get everyone comfortable with asking questions and coming forward if they see something that doesn’t seem right.

#6: BE PROACTIVE:

Upgrade your system every few years and it could help jumpstart aspects of your business, but be careful buying software as soon as it comes out; sometimes it’s best to give the manufacturer some time to get the bugs worked out.

#7: IMPLEMENT POLICY:

Implement internal security precautions before you need them. Develop strong guidelines internally and keep everyone accountable.

#8: USE RELIABLE SECURITY SOLUTIONS:

Keep your network updated so it can detect new threats, which include viruses and malware. “Have an experienced internal IT team, or outsource to a trusted contractor, who can help you stay on top of the latest trends.”

#9: BACK UP DATA:

Think about what could happen: theft, natural disasters. Confidential data should be kept in encrypted form, and should be kept offsite.

#10: INVEST IN TECHNOLOGY:

Although it costs time, resources, and money to keep your technology updated, it is a good investment. In the long run, a security breach costs much more.

Having a thoughtful and conscious attitude towards technology can help you move your business to a more profitable future, but having a careless attitude towards technology could mean that you will be reacting to the future instead of shaping it.

In an increasingly fast-paced and tech-savvy business environment, there is one thing that is certain: an investment in technology is an investment in your business.

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Diane Schwenke, GJ Chamber

In Mesa County it is all about small businesses…in fact we are almost all small businesses using the definition of the Small Business Administration (SBA) which is a company with less than 500 employees or $10 million in sales.

In 2008, the most recent year for which census statistics were available, the State of Colorado had roughly 130,000 employers. Of that number 114, 000 or nearly half had twenty employees or less. In the Grand Junction Chamber membership we estimate that close to 800 of our 1,000 members also have 20 or less employees.

I think it is great that we have a whole week set aside to honor these economic engines of our local and national economy. But for many of these businesses, rather than being feted or celebrated they’d like to be left alone to do what they do best…produce something, serve customers and make money.

The Small Business Administration, the same agency that created Small Business Week created quite a furor in 2010 when it commissioned a study of the regulatory costs to small businesses. The study’s authors found that federal regulation in 2009 costs all companies $1. 75 trillion and that the costs for companies with less than 20 employees had risen to $10,585 per employee annually. These numbers were compiled before the 4,000 proposed regulations from various federal agencies were identified in 2011 including 224 that were estimated to cost $100 million or more to implement.

It is also no surprise that the SBA study identified environmental regulations as the fastest growing area of costs for all businesses. And, lest we jump to the conclusion that those environmental regulations were primarily aimed at energy companies, the sector that paid the most to comply with these environmental regulations were manufacturing companies. And, we, as a nation, wonder why the very jobs that provide us with the most value are going elsewhere.

It is also important to note that this is just the impact of federal regulations that are costing us $10, 585 per employee. There are also plenty of state and local regulations that add to the cost burden of small business owners.

With deadlock in Congress and the Colorado General Assembly there has been a new strategy adopted for moving agendas forward. Now the effort is to “regulate” rather than “legislate.” As a result of the implementation of this strategy and the potential costs to business, the Chamber this year created a new committee named the Regulatory Oversight Committee. The Committee has small business representation from retail, food service, manufacturing, construction, insurance, finance, real estate and energy to provide a balanced perspective on how rules affect specific industries and rules that hurt all businesses in the hopes we can anticipate how proposed rules will impact industries and be able to weigh in as “the voice of business” in time to have an impact.

So far, the Committee has focused on issues at the local and federal level. Recently Chamber representatives alerted businesses in the South Downtown area about changes being proposed to zoning and/or development standards so they can be informed and have conversations with city representatives before action is taken that can either help or hinder future development.

On the federal level, this committee put the finishing touches on the Chamber’s comments about the BLM PEIS on oil shale and wrote an initial letter on the scoping related to listing the Gunnison Sage Grouse as endangered. This is an action that could impact how large tracts of our public lands are managed for economic and recreational activity in the future.

Any business that is concerned about the regulatory environment or even a specific proposed rule/regulation is encouraged to contact the Chamber. Small businesses can have a big voice when they band together and the Chamber provides a vehicle for doing that.

Also, take time during the week of May 20th to congratulate the small business next door for being part of one of the largest group of job creators in the nation. Altogether with 5,295,000 other small businesses with less than 20 employees, these firms employ 21.5 million people. And that means that they are paying $2.275 billion dollars at the rate of $10, 585 per person for the privilege of being employers who comply with regulations. A pat on the back is the least we can do during Small Business Week!

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Chris Reddin

Communities that attract entrepreneurs and build strong, growing businesses tend to have a major research university, lots of PhDs, and a pack of venture capitalists throwing money at new inventions. Just go visit a start-up event in Boulder and you will find this exact combination creating tremendous momentum. When smart people couple with big-time financing, high-growth companies start blooming. The Grand Valley lacks all of these factors and yet is a thriving entrepreneurial community. So why exactly do people start their own companies here?

I think it starts with an independent Western mind-set and an interest in solving problems ourselves. I grew up back east and I felt like there was a general sentiment that when looking to solve a problem you sought out an authority figure of some form (an expert or experienced guide) to assist you. For example, if you software system is not working, hire a consultant. If your lobby needs updating, call a designer firm. Sure that all happens here, but generally I believe people try to fix it themselves first. The Western culture is not one where we “don’t bother with it”, we dig in and try to find our own solution. This mentality is well suited for entrepreneurship. When people here find that they want a solution to their problems, they often become inspired to turn that experience into a business.

Add to that the fact that the Grand Valley has only a handful of large corporations, and 88 percent of the firms in our community have fewer than ten employees. Mix in the fact that it is relatively easy to start a business in Colorado (see the Colorado Secretary of State office for details – www.colorado.gov/cbe). And then top it off with demand for a wide variety of specialized services in sectors such as natural gas, health care, and recreation. This is not the kind of recipe or blend of factors that makes communities like Boston or San Francisco entrepreneurial, but it is what drives our local economy.

Sometimes the choices we make about our professional careers have, at the core, more to do with our personal priorities than anything else. In digging deeper into what drives people to “put up a shingle” and go into businesses of their own, it really comes down to lifestyle. I believe that many people choose to have their own business in order to take advantage of the flexibility this type of career gives them to accommodate other priorities.

In Grand Junction, Tim Fry of Mountain Racing Products has to travel to Taiwan to meet the needs of his growing client base in Asia while manufacturing bicycle components here locally for the US market. Yet, Tim finds time for his family and several community boards including Caprock Academy and GJEP. In Fruita, Jen Zeuner and Anne Keller at Hot Tomato Café have blended their passions for mountain biking, pizza, and good times into a strong business model. And in Palisade, Naomi Shepard-Smith shares her passion for art with wine at Grand Valley Vineyards. There are thousands of other examples, but in each case, people are finding ways to have a successful professional life in balance with all the rest: with family, with recreation, and with passions that fulfill the spirit.

The same things that make the Valley so attractive (a family-friendly community, abundant outdoor activities, and proximity to the mountains, the desert, rivers, and canyons) also make this a wonderful place to run your own business. Business owners do get to decide how much to take on and when to do it, and along with that freedom comes a lot of work and a huge challenge. Still, it’s a workable and popular method to get more out of our Grand Valley lifestyle. Is it the road map for you? That’s something to think about.

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Marcus Straub

Do you want to increase the productivity of your team? Would discovering the specific areas for the training and development of your staff that would deliver the greatest return on your investment appeal to you? Have you ever wished you had access to clear cut information that would allow you to place your team members in positions where they would be the happiest and most effective? Would you like to improve communication and build a cohesive team that works toward the satisfaction of your customers on a consistent basis?

            One of the biggest challenges that you face in creating a company that stands head and shoulders above the rest, is a lack of credible, unbiased information. It’s what you don’t know that really limits your potential. When considering the future growth of your business, having clear, powerful and accurate information that positions you to develop the best team possible is a key to your success.

            Assessments that measure behaviors, not personality, are the best choice. In particular, the DISC family of assessments is the top of the line in accuracy, comprehensiveness and usefulness when it comes to accomplishing great developmental feats with your personnel.

            The most comprehensive assessment available is the TTI TriMetrix® HD Coaching Report. This Particular assessment provides powerful information on the behaviors of team members, what motivates them, business Acumen and their top 25 competencies.

•  Behavior: The HOW

            “With the behavioral results from a TriMetrix HD assessment, individuals learn to understand, appreciate and adapt their behavioral style for effective communication. Based on the DISC theory, behavior is measured in four dimensions — dominance, influence, steadiness and compliance — which are translated into a hierarchy of twelve behavioral traits scored on a 10-point scale. The results enhance the hiring and staff development processes by revealing how an individual will perform. Furthermore, behavioral coaching empowers individuals to take action towards future professional growth.”

• Motivators: The WHY

            “Motivators are the drivers of our behavior, or what motivates our actions. Motivators are measured in six distinct areas: theoretical, utilitarian, aesthetic, social, individualistic and traditional. With the knowledge of motivators, you can encourage team members in a way that satisfies their inner drive right from the start. The results will benefit both hiring and coaching initiatives by revealing why an individual acts the way they do, or what motivates their behavior.”

• Business Acumen Indicator: The CAN

            “The TriMetrix HD Talent assessment is unique in its ability to assess how astutely a person analyzes and interprets their experiences. A person’s acumen, or keenness and depth of perception or discernment, is directly related to their level of performance. The stronger a person’s acumen, the more aware they are of their reality in both their external and internal world.  This report will give insight into the thought processes of the individual that affect performance. This reveals what they can do, describing their potential for superior performance. TriMetrix HD can reveal potential they possess that may not have been utilized on the job yet.”

•  Competencies/Talents: The WHAT

            “The TriMetrix HD Report describes what an individual’s strengths are in 25 research-based capacities, or personal skills, that are directly related to the business environment. Through the assessment of an individual’s own personal skills, this quantitative measurement tool analyzes each capacity on three levels: mastery, some mastery and no mastery. The top skills outlined in the report highlight individuals’ well developed capabilities and reveal the areas where they are most effective. When used as a benchmarking tool, this component helps ensure the inherent skills of each individual match the personal skills required by the job.”

            As you can see, these assessments provide you, the business owner, with high quality, unbiased information that is critical in hiring, placing and developing your team members successfully. The TriMetrix HD Report provides a level of understanding and clarity that you, and your team, cannot get anywhere else. This powerful information creates greater buy-in, while increasing productivity, talent retention, and team building.

            The positive impact on business performance is exceptional. The companies I work with have never experienced anything less than “amazing results” after having gone through the assessment and overview process, in addition to my accompanying coaching/ training program that positions individuals for success. Contact me today, and let’s take you, your team and your business to the next level.

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John Hildebrand

As a business owner you will be pounded and harassed by everyone and their brother who has the “next big advertising thing” to sell you. It is always amazing and they are typically sold by inexperienced sales people who are only thinking about their own commission. That said – businesses have to advertise to survive. If you don’t ask your customers to buy from you someone else will and they will buy from them.

            History Lesson: Many of you lived in Grand Junction on 9/11. If you think back you may remember an interesting thing that happened. Kmart nearly died (they have not really recovered) and WalMart and Target boomed. Something interesting happened behind the scenes. All three corporations had meetings following 9/11 and all three came to the same prediction. The US economy was going to shrink (mostly based on fear) and everybody in business would be fighting over a smaller pie. The companies reacted in two different ways.

            Kmart believed that they could save millions of dollars by not spending millions of on their newspaper and TV ads. If you have ever priced large full-color newspaper inserts and high-cycle TV campaigns, you know the cost is staggering. They believed that “everyone in America knows where we are and what a blue light special is.” They were right that everyone knows where they are, but will they stop and shop? They stopped all newspaper and TV ads and “hunkered down” to survive the coming downturn. Their decision amounted this: “We are willing to have a smaller piece of a smaller pie.”

             WalMart and Target made a different decision in separate board rooms. They both decided they wanted a larger piece of the impending smaller pie. Both entities decided to increase their advertising budget by about 10% in a down market.

            I remember seeing a suddenly very empty Kmart parking lot and a busier-than-ever WalMart parking lot. Kmart looked like they had closed.

            So the short story is that when times are tough, you must continue to advertise and do so strongly. If you don’t, someone else will take your customers from you. As you read this think about the really big corporations like McDonald’s, and ask yourself if your business is as well-known as McD’s? Well, ours is not. The other question is does McDonald’s have pretty smart folks working the advertising numbers on their end? I think the easy answer is yes. Companies like McDonald’s continue to advertise hard in a wide variety of media and spends millions of dollars doing so. The question is why? The answer is ROI – it makes more than it costs.

            ROI, or Return on Investment. There is a principle in the advertising world called “Mirror of the Market.” It is pretty straightforward and it is valuable to understand. “Media in any given market will be a “reflection” of how consumers find businesses and give them money.” Basically, if you are making money advertising in a given media, you will continue to do so. This “Mirror” is really easy to look at and discover what smart, successful folks are doing. If you look at a particular piece of media and see consistent advertising from a particular type of business there, you can bet they are making money doing so. If you try advertising a particular media and it does not work, you will stop spending money. Pretty simple. So track your customers, new and old, as they make buying decisions. Track how much you are spending and how much a new client is worth and what their lifetime spending might be.

Two Basic Types of Advertising

             Eyes Out  This is most advertising. It means the business is looking for customers. This would include newspaper, TV, radio, coupons etc. Eyes Out is any kind of advertising to try to find new customers. It is a “broadcast or shotgun” approach. Show it to everybody and hope someone buys. It works for lots of businesses. Just check your ROI – do the math. Open a newspaper and you will see this in action – the consistent advertisers are making money.

             Eyes In  This is a more limited form of advertising as far as media selection. This is the customer using a tool to find you. The most common forms are internet and Yellow Pages. They are “key word driven.” The customer decides she wants a particular pair of shoes, goes to the media, and calls to see if they have it. Customers use these tools when they are “active buyers.” You need this type too. For some types of business it is their primary form. Just open a phone book and look for the headings with full-page ads.

            So, if your business is feeling the squeeze, don’t back off – figure out what works for you and get after it. If you don’t someone else will. I know this is all a long way from “Payroll” but we act as business consultants for our clients and this is a topic that comes up a lot. Let us know if we can help you with your business solutions.

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The size of U.S. payroll gains have decreased three consecutive months, although initial estimates for March and February were revised upward 53,000 to a total of 413,000.

Between December and February, nonfarm payrolls rose an average of 252,000 a month.

The number of people counted among those unsuccessfully looking for work in April dropped to 12.5 million, while the number of the long-term unemployed who’ve been out of work for 27 weeks or longer fell to 5.1 million.

The labor force participation rate, the ratio of employment to population, fell to 63.6 percent. For April, private-sector payrolls rose 130,000 with gains in several industry sectors offsetting losses in other sectors.

Professional and business services added a net 62,000 jobs, about a third of those in temporary services. Staffing increased at architectural and engineering services firms as well as at computer systems design firms.

Retail trade employment rose 29,000 with increased staffing at general merchandise stores and building material and garden supply stores.

Within the leisure and hospitality sector, food services and drinking places added 20,000 jobs, bringing total payroll gains since February 2010 to 576,000. Health care payrolls rose 19,000.

Manufacturing employment continued to trend up with 16,000 new jobs and gains at factories making fabricated metal products and machinery. Since January 2010, manufacturers have added 489,000 jobs.

The transportation and warehousing sector shed 17,000 jobs in April with layoffs in transit and ground transportation, couriers and messengers.

Construction payrolls fell 2,000, although the unemployment rate for the sector fell to 14.5 percent. Employment in other industry sectors, including mining and logging, was little changed.

Local government payrolls fell 12,000, mostly in education.

The average workweek for employees on private, nonfarm payrolls remained unchanged at 34.5 hours, while the average workweek for manufacturers edged up a tenth of an hour to 40.8 hours.

Average hourly earnings for employees on private, nonfarm payrolls rose 1 cent to $23.28. Over the past year, average hourly earnings have increased 1.8 percent.

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Phil McKinney believes that developing game-changing innovations is a matter of asking the right questions.

Not just any questions, but what McKinney deems the “killer” questions that provoke not only  thoughtful responses, but also thoughtful processes that lead to discovery.

Phil McKinney

“Killer questions are those that can’t be answered without first figuring out how to address the question and going through a process,” he said.

McKinney should know. Until his recent retirement in December, he worked as vice president and chief technology officer for Hewlett-Packard’s Personal Systems Group, where he was responsible for the research and development of desktop and notebook computers as well as other products. He also founded and led a program to identify and launch new products and services. What’s more, McKinney literally wrote the book on the subject with the publication of “Beyond The Obvious: Killer Questions That Spark Game-Changing Innovation.”

McKinney now works as an innovation management consultant and speaker who delivers more than 100 presentations a year.

McKinney was the keynote speaker at a recent science, technology, engineering and mathematics event at the Ricks Center for Gifted Children at the University of Denver. Afterwards, he discussed innovation in a telephone interview with the Business Times.

Innovation isn’t the exclusive province of high-tech corporations competing to survive in a global marketplace, McKinney said. In fact, research conducted by the U.S. Small Business Administration found that small firms obtain more patents per employee than large firms and outperform their larger counterparts by a number of measures, he said.

Small businesses are often more innovative than large firms because the entrepreneurs who launch startups bring to their ventures specific expertise and what can be a “maniacal” focus, he said.

Small and innovative aren’t necessarily synonymous, though, he added.

Whether a business is small or large, it takes a dedicated effort to develop innovative products and services rather than wait for a “eureka moment” that’s unlikely to occur, McKinney said. “In 30 years, it’s never happened to me.”

He compared the effort to the research and exploration energy companies undertake before deciding where to drill for oil. They’re much more likely to strike oil because of that effort.

McKinney has developed a method he calls FIRE — an acronym for focus, ideation, rank and execution.

The process starts by asking questions that look beyond the obvious and challenge assumptions about the company and its products as well as markets and customers. Some of the best questions ponder why customers don’t like a given product or service. The worst question to pose, he said, asks why a company can’t be more like another, more innovative operation. “Innovation is all about standing out.”

Asking the right questions will generate ideas that then should be ranked in terms of their potential significance. Finally, it’s a matter of pursuing the very best one or two ideas.

Since innovation involves change,  resistance often arises, McKinney said.

In large businesses, “corporate antibodies” comfortable with the status quo can kill great ideas. But it’s possible to turn adversaries into co-conspirators, he added.

In businesses of all sizes, innovation begins with executives and owners who lead by example, McKinney said. Given the importance of innovation, leaders should consider whether or not they devote enough time to thinking about innovation.

McKinney said he remains optimistic about the future given the power of innovation. Human ingenuity and the capacity to solve problems is more than equal to coming crises, he said. The problem, he added, is that humans tend to wait until crises occur rather than taking a more proactive approach.

Moreover, there’s no guarantee the United States will maintain its position as a leader in innovation. The transition from an information economy to a creative economy depends on people coming up with great ideas. And those people can live anywhere, he said.

Educational reforms in the U.S. could help in reducing the emphasis on producing “the world’s greatest test-takers” and promoting instead critical thinking skills that prepare students for jobs that don’t yet exist, McKinney said.

In addition, students should be granted “permission” to pursue their natural curiosity even as they learn that in real life there’s often more than one correct answer to a given problem.

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Annette Miller continues to observe what she considers “baby steps” toward recovery in the Mesa County real estate market. But she worries property foreclosures could trip up the progress.

Annette Miller

An uptick in the latest monthly unemployment rate adds another element of uncertainty, said Miller, senior vice president at Heritage Title Co. in Grand Junction. “There’s mixed signals out there for sure.”

Robert Bray, president of Bray Real Estate in Grand Junction said the latest market trends make him “cautiously optimistic.”

Increasing sales, particularly for homes prices at the lower end of the price range, and historically low interest rates bolster the market and eventually could lead to higher prices. But foreclosure activity also influences the market and pricing, Bray said.

Miller said 293 transactions worth a combined $59.2 million were reported in Mesa County in April. Compared to the same month last year, transactions rose more than 5 percent and the dollar volume jumped nearly 16 percent.

Miller attributed the gain in dollar volume in part to three transactions worth a total of almost $4.2 million.

Meanwhile, the proportion of April transactions involving foreclosed properties dropped, she said. There were such 58 sales, about 20 percent of the total for the month. That contrasts with 95 sales of foreclosed properties during the same month last year or 34 percent of total sales.

Foreclosed properties typically sell for less than other, comparable properties on the market. So a decrease in foreclosure sales plays a role in an increase in dollar volume, she said.

“That’s an interesting sign,” Miller said, but added she’s not certain whether the decrease means fewer properties are moving through the foreclosure process or more properties have yet to hit the market.

Through the first four months of 2012, 989 real estate transactions worth a collective $192 million were reported in Mesa County. The number of sales outpaced the same span last year by 10.4 percent, while the dollar volume increased 8 percent.

Bray said it’s still a buyer’s market in Mesa County, but activity has increased. A lot of that activity has been concentrated on homes priced under $150,000. With less inventory and more demand, sellers in some instances are receiving multiple offers and bidding has ensued, he said.

There’s also been movement in other price ranges, including housing selling for $300,000 to $400,000, Bray said.

Bray expects the upward trend in real estate sales to continue. “I think it could be a summer season that beats last summer.”

He attributes the increase in part to historically low interest rates that could slip below 4 percent. “The fact that it’s just a great time to buy is driving activity.”

While housing prices have yet to increase compared to last year, Bray said that trend could change by the end of the year. The rebound depends, though, on property foreclosure activity.

Miller said 96 foreclosure filings and 79 foreclosure sales were reported in Mesa County in April, both numbers that were lower than the same month last year.

Through the first four months of 2012, however, foreclosure filings have increased to 440, a more than 13 percent increase over the same span last year. Foreclosure sales dropped to 309, a 7.2 percent decease from last year.

The ability of people to purchase homes also depends on jobs, Miller said. The seasonally unadjusted unemployment rate in Mesa County edged up two-tenths of a point to 9.5 percent in March, the latest month for which estimates are available. Over the past year, though, local payrolls have increased almost 500 even as the number of people counted among those unsuccessfully looking for work has dropped nearly 900.

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I commend the Business Times for its recent editorial in support of the improvements planned for the Horizon Drive Business Improvement District. I believe all businesses recognize the importance of well-designed, high-quality public spaces that complement private-sector investments.

While it is natural to compare the proposed Horizon Drive project with recent improvements to downtown, it is important to distinguish between the two settings. Horizon Drive is indeed an important commercial district and a worthy candidate for such improvements. But it does not function like downtown, which provides a diversity of uses and services — civic, institutional, governmental, residential as well as commercial. Nor does Horizon Drive play the essential role that downtown does as a place of civic assembly and community identity. I share this observation not to detract from Horizon Drive, but so your readers appreciate the differences that exist among the many areas of the community and the unique attributes each has. It is also important to recognize that whereas Horizon Drive is a business improvement district, downtown has both a BID and the Downtown Development Authority. The capital improvements in recent years downtown were funded with DDA’s tax increment financing and did not involve capital contributions from the city. In that respect, Horizon Drive is more constrained in its funding sources, and all the more worthy of consideration for capital support from the city.

Harry M. Weiss, executive director

Grand Junction Downtown Development Authority

Related posts:

1. Meeting planned to review proposed Horizon Drive changes
2. It’s time for change along Horizon Drive
3. New Horizon? Business district plans makeover

The Business Conditions Index retreated 2.5 points in April to 58.9. The loss followed two months of gains in which the index climbed nearly four points.

Ernie Goss

Still, the outlook remains encouraging, said Ernie Goss, director of the Goss Institute for Economic Research in Denver. “Metal manufacturers in the state are experiencing very health growth stemming from international markets. Construction activity is improving in the state. This is having a positive influence on firms that we survey.”

Goss calculates the Business Conditions Index for Colorado, Utah and Wyoming based on the results of monthly surveys of supply managers in the three mountain states. Readings range from 0 to 100. Readings above

50 forecast expanding economic conditions over the next three to six months.

In Colorado, the overall index reading reflected lower component scores for new orders at 59.9 and production or sales at 60.6. The score for employment, however, jumped more than seven points to 67.7.

“Both durable and nondurable goods manufacturers in the state are adding jobs at a healthy pace,” Goss said. “Manufacturers tied to energy, agriculture and dependent on sales abroad are experiencing especially strong growth. As a result of this solid expansion, I expect the unemployment rate to continue to decline in the months ahead.”

The overall reading for the three mountain states fell nearly four points in April, but at 58.8 reflects “healthy” conditions, Goss said. The index has remained above growth-neutral 50 for 30 straight months.

“According to our surveys over the past several months, the regional growth advantage will continue in the months ahead,” Goss said.

“Expansions for the region’s technology sector, both manufacturing and value-added services, were important sources of growth for the month.”

The overall index reading for the mountain states reflected lower component scores for new orders at 58.5 and production or sales at 60.8. The score for employment edged up three-tenths of a point to 62.2.

“Employment growth in the region remains much stronger than that in the national economy,” Goss said. “However, the growth is very geographically diverse across the three-state region with some areas continuing to be negatively affected by the housing sector while others are reporting labor shortages connected to a rapidly expanding manufacturing sector.”

A component of the index measuring confidence among supply managers in the three states rose three-tenths of a point to 60.7. “Recent downturns in fuel prices and an improving regional job market more than offset concerns about the national and global economies, especially Europe,” Goss said.

Supply managers also reported adding to inventories of raw supplies and materials in April for a 29th straight month of inventory growth. Nonetheless, the score for inventories fell more than eight points to 55.6.

The reading for prices paid, a measure of wholesale inflation, fell 3.5 points to 72.3. “Even as prices for certain inputs continue to grow at an unsustainable pace, this pullback in overall input prices is very good news,” Goss said.

Supply managers responding to the survey upon which the April index was based projected a 2.2 percent increase in prices for input purchases for 2012, he said.

The score for exports fell six points in April to 55.9, while the score for imports rose more than three points to 57.4.

In Utah, the Business Conditions Index fell more than five points, but at 56 continues to forecast growth. The overall reading reflected lower component scores for new orders at 56.9, production or sales at 59.1 and employment at 58.9.

In Wyoming, the Business Conditions Index slipped nearly two points to 68.5, but remained above growth-neutral 50 for a 30th consecutive month. The overall reading reflected lower component scores for new orders at 55.2, production or sales at 63.1 and employment at 68.5.

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A business executive with experience in the health care and construction industries has been hired as the new chief executive officer of Family Health West in Fruita.

Mark Francis

Mark Francis will oversee the operations of a nonprofit organization that has grown over the years to include skilled-care and assisted living facilities, several outpatient care centers and a full-service hospital.

Francis will succeed Dennis Ficklin, who expects to retire in November as president and CEO after working for Family Health West nearly 30 years.

“I am pleased at this choice and highly recommend Mark’s qualifications and his commitment to Family Health West. He truly has this organization at heart,” Ficklin said. “Together we will have the opportunity to transition the leadership of Family Health West over the next several months.” Francis said he’s “extremely honored and humbled” by his selection.

“Over the past few years working with many different facets of the organization, I have come to appreciate our relationships with patients and families, with each other as staff and with ourselves as individuals, continually striving for excellence,” he said.

Francis worked in the construction industry for 25 years, operating a Grand Junction-based company with his father and brother. Francis was the last to retire from the company now called FCI Constructors. He moved into the health care industry in 2004 as president and CEO of Community Hospital in Grand Junction.

In 2006, Francis launched Francis Construction Management and served as owner representative for Hospice & Palliative Care of Western Colorado on a project to construct a new inpatient facility in Grand Junction.

Francis began consulting for Family Health West in 2008 and was involved in the design and construction of the new hospital in Fruita.

“I embrace the values of compassion, respect, integrity, accountability, open and honest communication and, finally, personal and professional growth,” Francis said. “As a team member of the Family Health West family, I am dedicated to enriching the lives of the community in which we serve and providing a safe and healing environment.”

Francis takes over an operation that has grown considerably from its origins 70 years ago. “We’ve been addressing needs as needs change,” said Ficklin, who has worked for Family Health West for 29 years, the last 20 as president and CEO.

The organization was founded in 1946 to operate a small hospital and provide health care services to what was at that time a rural population.

Family Health West later developed a national reputation for the services offered at its long-term skilled care facility, including a social model of care for patients afflicted with Alzheimer’s disease and other forms of dementia.

In 2009, Family Health West opened a new hospital in Fruita that includes emergency, laboratory, radiology and surgery services.

The organization also operates outpatient procedure and rehabilitation therapy centers and an urgent care clinic as well as an assisted-living facility.

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Up to 11 Grand Valley restaurants could be included in a what’s considered an influential “Bible” of dining guides.

Jodi Niernberg

Online voting will continue through May 6 to determine whether or not the restaurants will be included in a new Colorado-specific Zagat dining guide.

The implications for the restaurants as well as tourism in the Grand Valley are significant, said Jodi Niernberg, co-owner along with her husband Josh, of Bin 707 Foodbar in downtown Grand Junction. “It could be a real large tourism attractor,” she said.

Bin 707 joins eight other Grand Junction restaurants under consideration for inclusion in the new guide: 626 on Rood, Dream Café, Hyeongje Korean Restaurant, Il Bistro Italiano, Le Rouge Restaurant & Piano Bar, No Coast Sushi, Pablo’s Pizza and the Winery. The list also includes the Hot Tomato Café & Pizzeria in Fruita and Inaris Bistro in Palisade.

No Grand Valley restaurants initially were proposed for the Colorado guide. But Jodi Niernberg said online lobbying through a blog enlisted the help of a Denver food critic editing the guide to include the 11 restaurants.

Founded in 1979, Zagat Survey has become a leading provider of information about where to eat, drink, stay and play worldwide. Ratings and reviews are based on the opinions of hundreds of thousands of consumers with personal experiences at the restaurants, nightclubs, hotels and attractions they’ve patronized.

Niernberg said many people consider Zagat a “food Bible” of where to dine. While the Grand Valley already has developed a reputation for its wine industry, including local restaurants in the Colorado guide would help convince people traveling to or through the area to stay a little longer to experience dining at the restaurants themselves, she said.

  Voting for Colorado restaurants is under way on the Web site located at www.zagat.com/rateColorado. The Grand Valley restaurants are included in an alphabetical listing, but also can be found by browsing under the listings for ski areas.

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   As a feature columnist for health & wellness, I decided to write my column from a different perspective this month.  I’m not going to tell you the importance of exercise and healthy eating.  We already know that, right?  I have been asked many times how this experience has changed me.  It has indeed changed me physically, but more importantly, it has changed the way I view things.  Instead of resisting change, I now embrace it.

     Spring is a time of change.  It is a time of renewal. It’s a time to enjoy outdoor activities.  Living in the Grand Valley, our “backyard” is filled with opportunities.  I am amazed how many things there are to experience.  Spring is the perfect time to think about all our senses and how we can embrace this season of change.

            Think about sight!  The grass is getting greener, the trees are filling with leaves and the sky is blue.  The Colorado National Monument stands proud, as the Book Cliffs and Grand Mesa outline our city.  Watch some evening as the sun sets and how beautiful these formations look constantly changing with the lowering sun. 

            Listen to the birds!  Listen to children laughing! Ask how someone is doing and really listen to their answer.  The art of practicing yoga or meditation allows your mind to focus on your senses.  We live in such a hurried, over stimulated world it can be hard to teach your mind to slow down.  Spring is a perfect time to stop and listen.

            Feeling my head as my hair is beginning to grow back is honestly not something I EVER thought I would feel.  Pet your dog! Put your hand in the cool water of a stream. Walk barefoot through the grass. Hug someone you love!

            Our sense of smell is heightened in the spring with the blooming buds, plants and flowers.  The calming effect from lavender is my favorite. Savor the smell of a home cooked meal.  Enjoy the fresh scent after a rain shower. 

            Patiently awaiting the arrival of fresh fruits and vegetables, I can almost taste them!  Biting into a fresh peach or cob of corn is worth the wait.  I remember helping my grandparents with their huge garden in Wyoming.  At the time I thought it was so much work.  Now, it’s a cherished memory.  Take the time to enjoy every bite of your next meal.  Be grateful. 

            As the seasons change, we move from winter to spring.  With that change comes about changes in weather, activities, plans and priorities.  Take the time to think about your life and what is important to you.  Embrace the change of seasons by taking the time to become aware of your senses. What does spring means to you?

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Kim Last

You probably read or hear about some “Top Ten” list nearly every day. But take a moment to read this one. This list is different, and probably not the kind of list you’d expect a Financial Advisor to write.

   Reason #10: “I’m too busy” I can’t tell you how often I hear this excuse. So many people want to plan for a better retirement, but they don’t have time. They think they’ll take care of it tomorrow, or the day after that … and before they know it, several years have gone by. The best advice I can give you is to stop procrastinating and start planning today.

   Reason #9: “It’s too soon”  I don’t know how this happened, but many people have adopted the notion that you don’t have to start planning for your retirement until you’re almost there. This is totally incorrect. The truth is, the sooner you start planning, the better chance you stand of having the kind of retirement you want.

            Reason #8: “It’s too late” If you’re already near or past your retirement eligibility date, you may think that whatever you’ve got is what you’re stuck with and it’s too late to do anything about it. Think again. If you’re unsure of what your options are, speak to a professional. Even if you’ve already retired, it’s important to consider how you’re receiving income and how long it will last. It’s never too late to revise your income distribution strategy.

            Reason #7: “I don’t need to” Many people think that because they’ve been diligent about contributing to a savings account, they’re all set. While saving for retirement is good, you also need a plan for income distribution. Are you certain that what you’re saving will be enough? Have you considered your distribution plan? What about taxes? What about inflation? And are you sure your money will be properly invested? There may be other, better options for you and it may prove worthwhile to look into them.

            Reason #6:      “I don’t have enough money to get started” This excuse seems marginal at first glance, but there is some truth behind it. You need to have money to save or invest money. However, unless your bills are exactly equal to or greater than your net income, you DO have enough to get started. Starting small is better than not starting at all.

            Reason #5:      “My finances are a mess” This is all the more reason to seek out an advisor who can help you sort through and understand your assets. Perhaps you have a 401(k) from a former employer that has not been rolled over, a couple of savings accounts, a trust from a deceased relative,  or some stocks that your parents bought in your name. A circumstance like this can be confusing, but leaving it as it is won’t improve the situation. Consider speaking with an advisor who can look at your complete financial picture, help you to understand it, and help you to develop a plan.

            Reason #4: “The Government will take care of me” The bottom line is this; there’s a chance Social Security may not be available when you retire, and even presuming it is, it may not be enough to provide your ideal retirement income. If you’re planning to retire on Social Security alone, I would advise you to create a back-up plan.  

            Reason #3: “Between my savings and my 401(k), I’ll be fine” Saving for retirement without an income distribution plan can be a mistake. How will you use that money once you have it? And while you may think you’ll have everything you’re going to need, have you considered inflation and taxes? Furthermore, some people are living past 90. Will your assets last that long? If you outlive your income, what then? It’s a good idea to look ahead and plan lifelong income.

            Reason #2: “I don’t want to think about it” Many people procrastinate simply because the thought of discussing financial matters (or growing old) is unappealing. I can certainly understand that. But consider this; if you bite the bullet now and put a firm plan in motion, you may not have to think about it again for quite some time.

            Reason #1: “I don’t know how” If you knew everything there was to know about financial planning, you’d probably be a financial advisor yourself. While it is possible to do everything on your own, that generally involves a great deal of research and a huge time commitment. If you’re putting off retirement planning because you don’t know how, consider speaking to a professional who does. 

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Erika Jones

There has been a recent surge of businesses being advised that Facebook is the only marketing strategy your business needs. I have had conversations with quite a few businesses that have been told that a company can increase its sales by using just Facebook for its marketing. Needless to say, I was shocked.

    I recently spoke on this topic at a seminar and feel the urge drive the point home again. Your business must have a combination of both social and traditional media–and it must be strategic. There are more than a few things that Facebook simply can’t give you.

    Facebook is not built to give your company a constant branding message. The only way to accomplish this on Facebook is to post multiple times a day–with exact the same message. But you risk becoming “spamtastic” and will probably soon be blocked. Having a bunch of fans that block you is not the object of Facebook. You want fans that are listening and engaged. The constant branding message of your tagline or phone number is a social media no-no.

            Facebook fans don’t just flock to your page. I have said this before: You can’t just build it and they will come. You may build a great page with all the right elements, but how do you get people to become fans? There are many ways, but one of the most unprofessional is for the person who is managing your page to spam all of your and their friends into liking your page. You have to use a form of traditional media or interaction with customers to gain those fans. Yes, you and your Facebook manager can ask current friends. But those may be people that like the person managing your page; not necessarily your business. By using traditional media you can drive traffic to your page, but you have to use that portion of your media buy for that sole purpose, not for sales or promotions.

            I am a huge advocate of social media and it is extremely effective. In my opinion, there are some very confused small businesses out there that think Facebook is the best, and only, solution for their marketing needs. Sometimes it is a part of the solution, but it is not the only answer. While I understand that businesses are trying to save money (and Facebook is perceived to be cheap, although studies show it can be very expensive in terms of employee time lost) in every way possible, and that marketing is many times the first thing to go. But this is the exact opposite of what your business should do.

            Before you say, “Well Erika is in marketing, of course she’d say that,” let me explain. Businesses have been lead to believe that the “free” Facebook is the magic answer to the ever pressing question: Should I invest in marketing?  By the way, the answer to that question  is always YES!!! 

            Yes, your business should invest in marketing and yes, your business should invest in Facebook. What I mean by that is you should invest by asking for help, don’t try to do it all yourself. That will only add to the problem of thinking Facebook is the “be all, end all” in marketing 

            If your business is struggling with what’s the best thing for its marketing, ask someone for help who has a proven track record in marketing. Here are a few things to ask or look for when selecting someone to help you with your Facebook marketing strategy. 

            Ask them what their strategy is, after they build you a great Facebook page, for gaining fans and keeping them?  Look for them to tell you new ways to ask for fans using current customer experiences and traditional media. Ask for some reporting to prove that they can gain and grow fans and ask further how they accomplished the growth. Their answer should contain a correlation between social and traditional media. The social game is constantly changing and evolving, so it is imperative to align yourself with people who change and evolve with it. Always be looking for new ways to gain fans who want to join the online conversation about your business. 

            While Facebook is extremely effective, it is not to be used as your only source of advertising. That simply is not a long-term, successful strategy. Long-term success comes with investing in a hybrid-strategy marketing message that fits today’s marketplace–both online and off. 

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    Using the internet, one can view real estate listings from the comforts of one’s own home on an array of websites. Our office subscribes to eight different commercial real estate based websites, which are constantly kept updated and current. LoopNet, CIMLS, Grand Junction Commercial, Commercial Source, Co Star, and Coldwell Banker Commercial World Wide are just a few of the more well known websites for commercial buyers, sellers and tenants. The local MLS  website allows agent and broker members to set up property showings, contact other agents or brokers to request more information about specific listings or search out other specific area information;  all this at fingertip access. Social networking, blogs, and personal websites are other ways that the public may search out properties or find an agent/broker that would suit their needs.

            One can make an offer to purchase a property via the computer, without leaving one’s home or office. Contracts are now electronic, and electronic signatures are quite easy to do, and legally accepted. Our office has adopted and is using a real estate contract software package that  allows the Broker to email the contract or listing to the Buyer and/or Seller, who can then sign it on their computer, just using a mouse. One of my 80-year old clients signed her listing agreement from her home in the Mountains, giving me an instantaneous response. This saved both of us postage at the least, and time and travel in the worse scenario.

            Technology has changed the face of many things, and will continue to be dynamic in all aspects of business, banking and real estate, affecting our lives in many diversified channels.   Using real estate technology simplifies  construction of, sending and sharing of legal documents, however,  face to face discussion, agreement and hard copy document preparation is  still the most safe and effective manner to conduct business. As a last word here; technology can indeed improve the speed that we can send and share information and do business, but we must never, ever lose focus of doing all of our business with a personal touch.

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Marcus Straub

It is the intention of wise business owners to increase the productivity of their team and to retain top talent. However, many find themselves stumped as to how to actually accomplish this. The most powerful and effective place to start is at the beginning.

            When you hire a new team member, they start out strong. In time, and without attention to ongoing training and effective management their productivity can fall off and they will likely move on or need replacing. This will leave you having to go through the lengthy, time consuming and expensive process of attracting, hiring and training someone new.

            Extensive studies have estimated the cost of turnover to range from several thousand dollars to upwards of 150% to 200% of one’s annual salary. The “costs” are high and include not only lost revenue, loss of productivity and training expenses, but also the time, money, energy, stress and frustration of hiring someone new. When you add up all of these factors and spread them across the entire time your business has been operating, it is easy to see that your bottom line takes a significant hit, and will continue to do so until you make a change in your hiring process.

            The average company hires new talent through a standard process of placing advertisements, accepting applications and resumes, interviewing “qualified” candidates, asking a few routine questions, and then hiring based on who feels like the best fit for the job. However, without in depth analysis and a real understanding of the position itself – it’s high payoff activities – and the type of person that would best fit it, the success ratio falls off quickly.

            Through the statistically accurate and proven process of “Job Benchmarking”, errors in the hiring process all but disappear and biases are eliminated. The first phase involves meeting with the Subject Matter Experts – one to five team members that have a direct connection or experience with the position to be filled – to clearly define the position and identify its Key Accountabilities. We do this from the perspective of the job itself: If the job could talk what activities would it tell us it needs done on a consistent basis to be performed at a high level and who would it hire to do them.

            During the next phase of this highly effective process, I work closely with the Subject Matter Experts to rank individual Key Accountabilities in order of importance and time requirements. Then, I guide them through the completion of the job assessment where they indicate their preferences in regards to the competencies, motivators, values and behaviors the person hired will need in order to perform at a the highest possible level.

            Once the Job Benchmark is finalized, the next step is to identify the most qualified candidates and have each one complete a simple online assessment. Based on these results, a Comparison Report is then created that compares each candidate to the identified parameters created in the Job Benchmark. This sophisticated tool provides clear-cut, non-biased information revealing the person who is best suited for the job.

            During the final phase of the process, with solid hiring information in hand, we interview the top candidate using behavioral-based methods and explain the Key Accountabilities of the position. This procedure clearly defines the position and manages the expectations of the new hire. After the person is hired, I can also work with them for successful on-boarding and further development of their behaviors and competencies for optimal job performance.

            The benefits of Job Benchmarking for hiring new talent are numerous and powerful. Studies have shown that, done correctly, productivity improves by 30% and retention increases by 50%. Productivity rises because the person’s behaviors and competencies align well with what the job is calling for. Retention increases because their personal motivators match what the necessary motivators for the job are. In other words, there is symmetry between the job and the new hire.

            The rewards of Job Benchmarking to the company, its team members and customers are inescapable. As biases are removed, and clarity and alignment are created, the door to successful hiring appears. If you are experiencing low productivity and expensive turnover, contact me today so that we can work together to change your business reality.

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Robert Bray

           “Simply unbelievable” was a response I coined back in the late 70’s and early 80’s to respond to questions about our boom and bust real estate cycle.  It was an easy way for me to sound optimistic, and yet still tell the truth.  When one queried “How are things going”, the easy answer was always “Simply Unbelievable!”

   So how are things going in the residential real estate market in Mesa County now?  Let me pass on the easy answer, and share some observations with you.  First, let’s look at the first quarter of 2012 compared to the same period in 2011. These are numbers pulled from our local MLS (Multiple Listing Service) and while deemed to be reliable cannot be guaranteed.  Sales of homes are up 16% in the number of transactions over the same period last year.  The median price (which is the middle point between all sales) was down 8% to $156,000 for the first quarter of 2012.    However, it’s interesting to note that in the month of March alone the median price rose to $162,500 suggesting that there is a declining inventory of homes in the low end of the market, putting price pressure on the lower end, and some more purchase activity in the more moderate price ranges.  It’s too early to call this a trend and it’s certainly not indicative of an appreciation rate.  It simply defines the mid-point of sales activity and the prices being paid. 

            Here’s another interesting number—in our industry we refer to it as the “absorption rate” or put another way, “months of inventory”.  Given that there were 181 sales in the month of March, and as of the end of March there were 869 homes on the market, you simply divide the number of homes on the market by the number that sold in March to get the number of months it would take at existing sales rates to use up all the inventory.  That number for March was 4.8, say 5 rounded, which means that if inventory and sales remain unchanged, there is only 5 months supply of houses available for purchase.  In any other normal time that number would indicate a strong and healthy real estate market.  Some might say it is strong, but most would agree that it’s not healthy.  What is not obvious in “5 remaining months of inventory” is where the activity is and where it isn’t.  For example, in the category of homes sold for less than $200,000 there is only 3 months of inventory (supply) while in the $300,000 range there is 19 months, and in the $500,000-$750,000 range there exists 28 months worth of supply.  Since 70% of the transactions for the first quarter are under $200,000, that obviously influences the overall average of five months of inventory and which I would consider a somewhat distorted picture of the market.

            So for purposes of casual conversation you can now espouse that while on the surface the market looks strong and healthy with only 5 months of inventory, it’s only because it’s very busy on the low end and still quiet on the upper end. We are also seeing multiple offers on the homes in the lower price categories and in some instances, bidding over the listed price.  This begins to put pressure on the existing lower priced inventory.  This again coupled with the fact that we’ve also seen increased sales activity in the $200,000+ range, explains why we’re seeing the median price move up.

            So what’s my read on the current local residential real estate market?  Simply unbelievable!  Stay tuned for more to come in future columns.

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            Preneed services allow someone to meet with counselors in a comfortable environment to discuss their wishes and traditions while enabling them to mold them into their funeral or cremation service. By discussing the many options available, families can customize a service to make it a true celebration of life of their loved one or friend. This offers peace of mind because people know their arrangements are done to their wishes and as everything is pre-funded, it relieves the financial burden to their families.

            By preplanning your funeral you can: make all the arrangements during a time of peace and not leave them to your family during their time of grief; make your wishes known; control the cost of your funeral and protect from inflation; ensure your personal records are organized; protect your insurance, so that it provides for your survivors and not for your funeral expenses; and provide protection in case the need arises before it is expected.

            “In today’s economy, the ability to control the cost of your funeral in today’s dollars is very important,” says Chavez. “It is really something people approaching retirement, or who have just recently retire, should take the time to discuss with their funeral home of choice.”

            Callahan-Edfast also has a Veterans Program that assists its counselors in meeting and sharing with veterans information about their burial benefits. This can allow for the pre-registering of veterans and their spouses with the Veterans Memorial Cemetery of Western Colorado or other municipal or private cemeteries regarding the benefits.

            “These services give families a tremendous amount of peace of mind for a time we will all face in the future,” says Chavez, “And we are pleased to offer no-obligation counseling at our office or in your home to get you fully informed.”

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