Greeley is staring down the Catalyst Project — with promises of economic growth, better connectivity, and an upgraded quality of life. It’s dressed in ribbon-cutting language: jobs, vibrancy, and revenue capture. Peel back the glitter, and what you get is a plan that mostly lines private pockets, and hands Greeley residents a bill with very few guarantees. The Catalyst Oversight Committee Mayor Dale Hall framed the committee’s role as a translator between city hall and the wider community. “What we’re trying to find is, somehow, how you can help us translate this information to a community wide understanding.” ~ Greeley Mayor, Dale Hall Yet the execution has too often looked like posturing. The council has presented itself in a matter that suggests that they alone grasp the complexities of the project, and we the community do not. The job of the committee should be to ask questions, create needed transparency and attempt to mend broken respect, not to manufacture consent and push the project forward as is. The committee could also recommend a community benefit agreement be in place for the project. A community benefit agreement could demand the project provides high paying jobs with benefits, provide transparency for wages and career ladders, implement environmental regulations to protect our land and water, or even determine that portions of the profits be used to sustain community projects. Effective public communication starts by seeking genuine public interest, holding forums where questions matter, sharing clear data in plain language, and acknowledging concerns rather than dismissing them. Instead, the process of the Catalyst Oversight Committee feels driven by an agenda to “make the project look good” and to bamboozle Greeley residents into acceptance, despite consistent opposition requesting the city to pause and listen. Worse, there’s a troubling tone beneath the strategy: an implication that neighboring cities regard Greeley as a second-class place, that must lure wealthy newcomers with heavy incentives, and a narrative that frames Greeley’s own people and housing stock as inadequate. If the city truly wants community support, it must stop talking down to its residents, stop treating public engagement as a PR campaign, and start rebuilding trust by honoring local voices, explaining trade-offs transparently, and designing outcomes that respect the city’s existing character and the people who already call it home. The first Catalyst Oversight Committee meeting was all about the big picture and featured a slideshow called “High Level Overview”, led by John Hall. John Hall is an external consultant and advisor for the city of Greeley; he shifted from a director position to a consultant role in June of 2025. John Hall described the process of negotiating with developers to develop the land west of Greeley. “The question isn’t whether growth will happen, but what kind of growth we choose.” Rather than reacting and letting growth just unfold, Hall argues for a proactive, deliberate approach that influences long term growth in Greeley. Hall explained it was the city that was actively reaching out to developers, to help Greeley proactively grow. In the Catalyst Project the city of Greeley is considering themselves as the Developer, and Water Valley is the fee developer. At the end of the first committee meeting, I was surprised to hear several members say they were not aware of the 501(c)(3) nonprofit LLC that will assume the city’s debt and issue bonds to cover the predevelopment costs and the remainder of the Catalyst project. The Second meeting was kind of about the big picture but was more of a waste of time than anything. At the end of the second meeting the mediator hired to facilitate the committee asked the members to give their opinion on how to present the information to the public so they can better understand how great the project is. The facilitator shows blatant bias by insisting the information had always been public and that people should have “shown up” to the community meetings. She states, “there were council meetings, public meetings that people didn’t go to.” This is false. The community did show up, spoke out and organized only to be ignored by the council. The citizens rallied not once but twice because they were not being heard. The people formed a petition to get Catalyst on the ballot and let the people vote. However, the Catalyst was treated as an administrative rather than legislative matter, and the first petition was dismissed on a technicality. This prompted a second petition aimed at changing zoning to at least temporarily halt the project. Critics say the development was poorly conceived and now appears financially unviable: feasibility studies suggested two anchor tenants, hotel and waterpark occupancy projections were wildly inflated, and overall numbers seem unreasonable. You can’t make people buy into a blatantly bad idea simply by repeating it louder. What Greeley Needs to fix: Perceived mismatch between leadership priorities and community direction One prominent problem is a pattern of top-down planning— “orchestrating growth” from the top. Instead of genuine community led decision-making. The impact of this has made residents feel sidelined; projects may reflect leaders’ preferences rather than community needs, harming public trust. Instead of building shared ownership, the project has often been presented as a done deal or framed by leaders as the best available future. That makes it harder to craft solutions that match actual local needs and priorities. Community buy-in is critical for long-term success; without it, the project will continue to provoke resistance, delays, or misaligned outcomes. Economic growth and opportunity: for whom? The pitch is simple: more development means more sales tax transitioning to benefit Greeley. However, that logic conflates government receipts with residents’ wellbeing. Sales tax revenue flows to municipal budgets and could decrease the deficit, but this does not automatically translate into better lives for the average Greeley resident. The supposed “economic growth” is largely captured by corporations and outside private equity, not by raising incomes or creating durable, high-quality jobs for locals. With the Catalyst project there is minimal impact and doubtful benefits for residents. the measurable benefits to everyday people in Greeley are likely minimal. If you’re living paycheck-to-paycheck in Greeley today, you won’t necessarily be better off because a flashy new complex opened on the outskirts of town. If you’re living paycheck-to-paycheck in Greeley today, you won’t necessarily be better off because a flashy new complex opened on the outskirts of town. CBAs provide a replicable, legally enforceable framework for ensuring that public investments yield measurable benefits for historically disadvantaged workers and communities. As worker’s wages go down, many people feel pessimistic about the U.S. economy. Local governments have tried to boost economic growth by giving corporations tax breaks and subsidies to invest locally. However, wealth inequality remains a serious problem, and there are still too few jobs that pay enough to support a family. If the city of Greeley continues to make major investments in private developments, it is essential that these deals include commitments to benefit the public. Organized community members who fight for Community Benefit Agreements have been successful in raising wages for publicly funded projects, for example. The Tennessee Soccer Stadium CBA secured a $15.50 floor for wages back in 2018, they were also able to secure local hiring commitments from high-poverty areas called “Promise Zone residents”, and by 2023, Nashville Soccer Club had hired 180 employees, 80 of whom were Promise Zone residents. The Tennessee Soccer Stadium CBA secured a $15.50 floor for wages back in 2018, they were also able to secure local hiring commitments from high-poverty areas called “Promise Zone residents”, and by 2023, Nashville Soccer Club had hired 180 employees, 80 of whom were Promise Zone residents. CBAs are a mutually beneficial contract for all parties involved. Equitable training and employment opportunities can benefit historically disadvantaged populations, while simultaneously building a workforce pipeline for companies. A Community Benefits Agreement calls for a development funded by public resources to deliver concrete economic benefits for Greeley residents through binding, enforceable commitments in the development agreement. Specific requirements include a minimum 50% local-hiring target for all construction and operational jobs tied to the project. Living-wage standards with full benefits for all project-related employment. Implementation of state-registered apprenticeship programs that prioritize Greeley youth, workforce development participants, and previously incarcerated residents. Allocation of at least 20% of procurement spending to Greeley-based businesses, and provision of affordable commercial space reserved for Greeley startups, artists, and small businesses. Higher local hiring and living wages increase household income, reduce unemployment, and expand the tax base. This approach would benefit Greeley by keeping public investment and the economic gains it produces within the community. Higher local hiring and living wages increase household income, reduce unemployment, and expand the tax base. Apprenticeship and re-entry-focused training build long-term workforce capacity and reduce recidivism. Local procurement and affordable commercial space stimulate small-business growth, preserve creative and entrepreneurial ecosystems, and help diversify the local economy. Binding, written commitments ensure these outcomes are measurable and accountable, preventing promises from evaporating once construct
