Editor’s note: This is the sixth of eight installments of Q&As with Rifle City Council candidates. More Q&As will appear in Friday’s edition of the Post Independent.

Rifle City Council candidate Alicia Gresley is seeking a second term in the November election, joining incumbents Clint Hostettler and Michael Clancy and challengers Rick Steffen, Aaron Cumming, Jonathan Rice, Scott Marsh and Ryan Fideldy on the ballot.

Q: What made you run for Rifle City Council?

A: I’m running for my second term after four years on council because I believe continuity and perspective both matter. A seven-member council should reflect the community it serves, and in Rifle, 51% of residents are women, the median age is 32, and 40% of households have children under 18. I represent a large portion of that population — a woman with a young family in a dual-income household — and I want to continue bringing that voice to the table.

At the same time, I value learning from others outside my own demographic, which is why I make a point to participate in senior meetings and community discussions that broaden my understanding of residents’ needs. My focus is on making thoughtful, informed decisions that not only address today’s challenges but also position Rifle for the future.

I’m proud of the work our council has done, but there’s more to do — especially when it comes to ensuring Rifle remains a strong, balanced community where families, businesses and individuals can all thrive. My goal is to help us grow responsibly while keeping Rifle’s unique character and sense of community intact.

Q: Tell us about your background and why you think you’re a good fit for the council. What is something you want the community to know about you?

A: I first came to western Colorado 20 years ago on the Amtrak with $100 to my name. Since then, I’ve built a life here — a career, a family and a deep connection to this community. Today, I lead the Colorado River Valley Economic Development Partnership, or CRVEDP, which focuses on supporting responsible regional growth and economic opportunity.

My leadership style is direct, driven and critically optimistic. I believe in transparency, fiscal responsibility and asking tough questions — especially when it means challenging the status quo. During my first term, I learned a tremendous amount about how our city functions, from how water is treated and roads are maintained to what it truly costs to provide essential services.

I also believe leadership — public or private — must be grounded in accountability and open dialogue. I strongly support the community’s right and responsibility to free speech, public comment and civil discussion. Growth comes from listening, even when it’s uncomfortable, and finding common ground. My goal is to serve as an example of what it means to speak up, listen with respect and lead with integrity on behalf of Rifle.

Q: If elected, what is something you are most focused on to help improve the city?

A: My focus is on building leadership capacity within our community — helping others grow, encouraging civic involvement and creating opportunities for people to contribute in meaningful ways. I recognize that for many, showing up and participating can be hard when they’re already stretched thin. I want to help build that capacity — whether through mentorship, outreach or creating more accessible ways to get involved — so those who want to contribute have the opportunity to.

In the meantime, I have the capacity and commitment to fill in where others can’t, ensuring community voices are still represented at the table.

I’m also focused on smart, intentional growth. Every decision we make today shapes the Rifle of tomorrow. Growth is inevitable, but how we grow matters — making sure our choices strengthen, not strain, the community.

Q: What do you think is the biggest problem Rifle is facing?

A: Too many people in Rifle are being forced to spend all their time just trying to survive. The cost of living has risen faster than wages, and that’s pushing residents out or requiring them to work multiple jobs just to stay afloat. When people can’t live, work and play in their own community, everyone feels the effects — families, schools, local businesses and volunteer organizations all suffer.

This challenge affects our mental and physical health as much as our economy. It’s not a simple fix, but we have to face it head-on by exploring multiple strategies — housing options, workforce development, partnerships and creative economic solutions that allow people to build sustainable lives here.
If we want Rifle to remain a vibrant, connected community, we have to make sure people can afford to stay and participate in it.

Q: Rifle City Council recently approved a higher pay structure for city employees, including police officers, for the 2025-26 budget. Do you think increasing wages will help retain staff, and how would you balance that with the city’s budget and taxpayer concerns?

A: After reviewing the city’s wage and salary study, which the city updates every three years, and hearing from City Manager Patrick Waller and Police Chief Funston, I believe the pay adjustment was the right decision. The cost of living continues to outpace wages, and Rifle is not immune to that reality. To retain and attract quality employees across all departments, we have to remain competitive and realistic about what it costs to live and work here.

There’s also a broader macroeconomic component to this. When employees earn a fair, livable wage, they spend more locally — supporting small businesses, buying homes and reinvesting in the very community they serve. That economic activity benefits everyone, from retailers to service providers to the city’s overall stability.

Within the pay structure adjustment, the Police Department received the largest increase, which I support. Public safety is a top priority for Rifle residents, and retaining skilled officers is essential to maintaining that trust and safety.

That said, culture matters just as much as compensation. Department heads must set high expectations, foster accountability and build pride in service. Fiscal responsibility remains a guiding principle — balancing fair pay with transparency and a culture that values excellence, integrity and community service.