Council candidates answer questions on Gilbert issues
Courtesy Gilbert Chamber of Commerce
Gilbert Town Council candidates attended a Gilbert Chamber of Commerce/Gilbert Independent forum: from left, Beth Goulden, Bill Spence, Bobbi Buchli, Bus Obayomi, Chuck Bongiovanni, Jim Torgeson, Joel Coen.
Gilbert Town Council has four seats open in elections this year with three incumbents running for reelection.
The incumbents are Vice Mayor Chuck Bongiovanni and council members Bobbi Buchli and Jim Torgeson. Yung Koprowski chose not to run for reelection.
The four challengers include one former council member in Bill Spence in addition to Joel Coen, Beth Goulden and Bus Obayomi.
Candidates can be elected from the July primary if they receive what is deemed a majority based on the number of seats and candidates. Top vote getters not elected in the primary will advance to a runoff in the November general election.
Independent Newsmedia sent a questionnaire to the seven candidates and all responded. Here is what they wrote.
Chuck Bongiovanni
Occupation:Vice mayor Gilbert, CEO Majestic Residences Franchise Systems
What in your estimation is the biggest challenge facing Gilbert in the next four years?
Bongiovanni: One of the biggest challenges Gilbert will face over the next four years is balancing growth, infrastructure, and trust while continuing to protect the quality of life that brought so many of us here.
We are entering a critical phase with our infrastructure — especially our roads. Many of Gilbert's original roadways are reaching the end of their lifecycle. These are necessary investments to maintain safety, mobility, and the overall standard of our community.
We must also ensure our water and utility systems remain strong, sustainable, and financially sound while rebuilding trust with residents. We have to communicate clearly, transparently, and consistently, and be willing to call out misinformation when it occurs, because trust is built on truth.
Buchli: One of Gilbert’s biggest challenges over the next four years will be balancing responsible growth with preserving the quality of life residents expect. That includes infrastructure, water security, public safety, traffic mobility, and maintaining strong financial stewardship. We must continue planning thoughtfully so Gilbert remains safe, sustainable, and economically strong for future generations.
Coen: Gilbert’s most urgent challenge is the looming funding gap for our transportation infrastructure. As we approach geographic build-out, our current bond funds are projected to be fully committed by 2028, creating a potential stall in critical road maintenance and construction. We must act decisively to establish a sustainable long-term funding strategy that avoids a gap in our infrastructure pipeline. Neglecting this shortfall risks deteriorating conditions and significantly higher costs later. By addressing this funding cliff now, we maintain the safety and connectivity required to support the best use of our remaining land and preserve our premier quality of life.
Goulden: The biggest challenge facing Gilbert over the next four years is infrastructure and changing revenue dynamics. We must get our financial house in order while managing growth the right way.
We've seen significant budget increases while facing limited revenue options and rising infrastructure costs. We have to be more disciplined in spending, but we also need to grow our revenue base by attracting high-quality businesses that generate sustainable revenue for the town.
Growth and redevelopment must be done thoughtfully so Gilbert does not lose its quality of life. Just as important, we need to rebuild trust between the Town Council and residents through transparency and accountability. At the end of the day, it comes down to fiscal discipline, responsible growth, and restoring trust.
Obayomi: Gilbert’s biggest challenge is managing growth responsibly while protecting the quality of life that brought so many families here in the first place. That means making smart decisions at the intersection of water, infrastructure, public safety, traffic, and long-term financial sustainability. Gilbert is still growing, but residents also expect strong services, safe neighborhoods, and amenities that keep the town family-friendly and competitive. We cannot afford to treat these as separate issues. The next council must lead with discipline, transparency, and long-range planning so growth pays for growth and today’s decisions do not create tomorrow’s crisis.
Spence: Gilbert’s financial health and debt management will remain a major challenge for the foreseeable future. The town is facing serious trust and transparency issues that will require significant changes in leadership and budget philosophy to correct. Spending sprees over the last three years, combined with a “buy now, pay later” mindset, have created an enormous amount of debt, much of it incurred with little public knowledge or input. Gilbert residents are smarter than the current council gives them credit for and, despite repeated excuses, families know the truth and are feeling the effects of poor financial policies every single day.
Torgeson: Gilbert’s biggest challenge over the next four years is sustaining our infrastructure; especially road maintenance and long-term replacement while preserving the quality of life residents expect. That requires a shift in focus toward strengthening our commercial base and expanding employment opportunities, rather than continuing to rely primarily on residential growth. To maintain great parks, safe streets, and high-quality services, we must grow commerce, attract tourism, and bring in high-paying jobs. Broadening our economic base will ensure Gilbert remains a thriving town and avoids becoming a bedroom community dependent on property taxes for its long-term stability.
How would you address Gilbert’s water challenge?
Bongiovanni: Gilbert has already taken the most important step in addressing our water challenge — we've made the decisions and investments necessary to secure our long-term water future. The focus now is on executing the plan responsibly.
We've committed to major infrastructure improvements that will ensure a reliable, high-quality water supply for decades to come, including upgrading treatment facilities, diversifying water sources, and making sure our system is resilient in the face of drought and growth. These are generational investments designed to protect Gilbert's future.
We need to continue leading with transparency, data, and accountability, maintain public trust, and ensure residents understand our long-term, sustainable plan.
Buchli: Gilbert’s water future requires proactive planning, conservation, and long-term investment. I will continue closely monitoring Colorado River decisions and protecting Gilbert’s interests at every level. We must expand and diversify our water portfolio by completing new wells, advancing the Greenfield Water Reclamation Plant, and investing in infrastructure that strengthens reliability for future generations. We must keep water rates sustainable and balanced for residents and businesses while ensuring Gilbert continues delivering the high-quality services and quality of life.
Coen: I will address rising utility costs by transitioning Gilbert to a period of long-term rate stabilization. Now that our essential infrastructure investments are secured, I will focus on maximizing operational efficiency to prevent further spikes. My commitment is to provide a clear, multi-year roadmap that guarantees predictable rates, ensuring that once our current system modernizations are complete, we prioritize the financial relief and fiscal transparency our residents rightfully expect and deserve.
Goulden: Residents I speak with every day are frustrated not only by rising water bills, but by the lack of transparency, communication, and empathy from current leadership. Many feel council members have become tone deaf to the financial strain these increases place on families, seniors, and local businesses. Gilbert deserves servant leadership that listens and communicates honestly and with humility. Water security is one of the most important long-term issues facing Gilbert. Having lived here my entire life, I understand the importance of responsible water management as our community grows. We need transparent planning, continued investment in conservation and infrastructure, and growth aligned with long-term water availability. I’ve worked closely with Arizona legislators on statewide policy issues, and if elected, I’ll work collaboratively with regional and state leaders to help make Gilbert a leader in responsible, sustainable water policy.
Obayomi: Gilbert must approach water with urgency, realism, and discipline. The town still has a 100-year Assured Water Supply designation, but that does not mean we can be complacent. We should continue diversifying supply, reducing dependence on groundwater, investing in recharge and reclaimed water, and making infrastructure upgrades that improve reliability. We also need practical conservation that is fair to residents and businesses, with clear communication on why costs are rising and how people can reduce waste. Water policy should support both sustainability and affordability. My focus would be long-term resilience, transparent planning, and responsible stewardship of one of Gilbert’s most important assets.
Spence: The town must reduce the overall cost of utilities for residents… period. The town does not have a truly effective and proactive water conservation program. We can mandate WaterWise water conservation criteria for all new developments and revisit developments and apartments that are grandfathered into old policies. We must revise the water base rates and current tiered water rate structure to include more equitable contributions from apartments while reducing rates for HOAs and ultra-low water users, who are often on fixed incomes. The town seems more concerned about collecting revenue from high rates and less about true water conservation.
Torgeson: Gilbert’s water challenge is largely being addressed, but we must remain proactive. We are correcting inefficiencies in the highest pricing tiers to promote fairness. New wells coming online this year will strengthen our supply and help us avoid the shortages other municipalities are facing because of cuts to the Colorado River water. In addition, our new water treatment plant will serve Gilbert for the next 50-plus years, ensuring high-quality water even as raw water quality declines. Combined with one of the strongest water portfolios in the state, these investments position Gilbert to meet future demand while maintaining reliability, sustainability, and the quality residents expect.
How would you address Gilbert’s $20 million annual structural budget gap?
Bongiovanni: Addressing Gilbert's roughly $20 million annual structural budget gap requires discipline, transparency, and a long-term mindset. This isn't about quick fixes — it's about aligning ongoing revenues with ongoing expenses.
We have to start with fiscal responsibility by prioritizing core services like public safety, infrastructure maintenance, and essential town operations while identifying inefficiencies and redundancies. We must also continue to grow our revenue base through smart, balanced economic development by attracting high-quality employers, supporting local businesses, and expanding our commercial tax base.
We need to be honest with the community about the reality of the gap and communicate options transparently. In short: control spending, grow smart revenue, be transparent with residents, and make decisions with the long-term in mind.
Buchli: Through disciplined financial management, responsible prioritization, and long-term planning, I support identifying operational efficiencies, carefully evaluating spending, implementing budget cuts where necessary, and moving select capital improvement projects out a few years if appropriate. We must continue growing and diversifying our economic base while protecting core services residents rely on most. Strategic investments should strengthen Gilbert’s future while maintaining fiscal responsibility, transparency, and a high quality of life.
Coen: To bridge the structural gap, I will implement a tiered spending model that prioritizes Tier 1 essentials like police, fire, and infrastructure over discretionary wants. We must ensure that General Fund dollars are strictly reserved for these core needs. I will also champion updating our Infrastructure Improvements Plan to recalibrate developer fees, ensuring they fund the critical infrastructure our town requires rather than redundant amenities. By managing our budget with this needs first discipline, we can eliminate the deficit and support our first responders while maintaining our premier quality of life without increasing the financial burden on our residents.
Goulden: Addressing Gilbert’s $20 million structural budget gap starts with recognizing that we cannot continue spending at the current pace without long-term consequences for taxpayers and town services. We need a comprehensive review of spending priorities, with a focus on core services, maintaining infrastructure, and improving efficiency before expanding programs or taking on new long-term costs. Gilbert must also grow its revenue base strategically by attracting high-quality businesses that generate sustainable sales tax revenue while preserving the community character residents value. Growth and redevelopment should pay for themselves so existing residents are not left carrying the burden of rising infrastructure costs. Residents deserve transparency and accountability about where tax dollars are going. Rebuilding trust through responsible financial planning and honest communication must be a top priority moving forward.
Obayomi: A structural budget gap requires a structural solution. I would begin with a line-by-line review of spending, prioritize core services, and demand measurable outcomes for every major investment. We should improve operational efficiency, phase projects responsibly, and make sure one-time dollars are not being used to support ongoing obligations. At the same time, Gilbert must strengthen its economic base by supporting quality commercial growth that broadens revenue without overburdening residents. I would be cautious about shifting more costs to families before we fully examine performance, duplication, and long-term obligations. Fiscal responsibility means protecting services while building a sustainable financial model for the future.
Spence: One example: The town staff is asking for hundreds of new staff positions, and that is simply not realistic nor even achievable in one year. The number of new hires can be reduced, and the budget gap would be eliminated. The town intends to borrow hundreds of millions of dollars in FY2027 without a public vote. Residents are not being informed of the full extent of existing debt, and the current council has no desire to demand financial transparency or curtail excessive spending. These are documented facts, regardless of what residents are being told by council.
Torgeson: In the short term, we should defer Capital Improvement Projects that have not yet broken ground and conduct a full reprioritization of expenses. The way residents use and expect public services has shifted since COVID, and our budgeting must reflect that reality. We can also leverage one time revenues such as surplus property sales, including parcels at Greenfield and Ray, and the Heritage District properties to stabilize gaps and address long term obligations responsibly. Longer term, the focus must be on rebuilding and expanding our commercial base, attracting quality employers, and reducing the financial burden on residents while restoring structural balance.
How should Gilbert manage continued population growth while maintaining quality of life?
Bongiovanni: Managing continued population growth while maintaining Gilbert's quality of life comes down to one principle: growth must pay for itself and it must be done intentionally, not reactively.
We have to stay disciplined with planning and zoning, prioritizing projects that align with Gilbert's long-term vision while protecting existing neighborhoods. Infrastructure also has to keep pace with growth, including roads, water, sewer, and public safety. Development impact fees must continue to play a role so new growth contributes to the infrastructure it requires.
We also need to improve our jobs-to-housing balance by attracting high-quality employers and supporting businesses that bring sustainable wages and long-term opportunity. If we manage growth with discipline, invest in infrastructure, and stay true to our values, Gilbert can continue to grow without losing the quality of life that defines it.
Buchli: Gilbert is nearly built out, with an anticipated population of approximately 330,000 residents, so managing future growth thoughtfully is essential. We must preserve commercial and employment-zoned land to maintain services, restaurants, retail, healthcare, and local job opportunities close to home. Thoughtful planning is critical to protecting infrastructure, public safety, water security, traffic mobility, and well-maintained neighborhoods. Future growth should remain balanced, strategic, and aligned with the community vision and quality of life residents expect while supporting Gilbert’s long-term economic strength and sustainability.
Coen: To bridge the structural gap, I will implement a tiered spending model that prioritizes Tier 1 essentials like police, fire, and infrastructure over discretionary wants. We must ensure that General Fund dollars are strictly reserved for these core needs. I will also champion updating our Infrastructure Improvements Plan to recalibrate developer fees, ensuring they fund the critical infrastructure our town requires rather than redundant amenities. By managing our budget with this needs first discipline, we can eliminate the deficit and support our first responders while maintaining our premier quality of life without increasing the financial burden on our residents.
Goulden: Gilbert must be intentional and disciplined about growth moving forward. Residents chose Gilbert for its safety, strong neighborhoods, family atmosphere, and quality of life, and we cannot lose that by allowing growth to outpace infrastructure and planning. Having lived in Gilbert and the East Valley my entire life, I’ve seen firsthand how dramatically traffic, congestion, and infrastructure demands have increased over the years. As Gilbert approaches buildout, the focus is shifting from expansion to redevelopment, infrastructure sustainability, and preserving community character. Growth must be tied to infrastructure capacity, including roads, water, public safety, parks, and schools. We also need thoughtful redevelopment, stronger economic development that attracts revenue-generating businesses, and more transparency with residents. Gilbert residents deserve a real voice in decisions impacting their neighborhoods and daily lives. Right now, many residents feel growth decisions are happening to them instead of with them.
Obayomi: Gilbert should manage growth intentionally, not reactively. That means making sure infrastructure, roads, water, public safety, schools, and amenities keep pace with development. Growth should strengthen the town, not strain it. I support a balanced approach that protects neighborhoods, preserves community character, and attracts the kind of economic development that creates jobs and expands the tax base. We also need thoughtful land-use planning so residents are not left with worsening traffic, overcrowded services, or declining standards. Quality of life is not accidental. It comes from disciplined planning, strong partnerships, and a commitment to making sure growth pays for the demands it creates.
Spence: For starters, building more high-density apartments does not help control population growth and results in an increase in traffic and an increased burden on services like police, fire, and schools. I believe that the town should zone property to help create an affordable pathway to home ownership. I have been in communication with state legislators and organizations that are addressing legislation that can help make home ownership a possibility for more people. Home ownership creates more opportunities for the residents of Gilbert and helps contribute to a higher quality of life while ensuring that the feel of Gilbert is maintained.
Torgeson: Gilbert must manage growth with intention, not by default. In the past, broad rezonings led to an oversupply of apartments that most residents do not support. During my tenure, we have limited rezonings to a just few highly purposeful cases, and that discipline must continue. Unfortunately, we cannot downzone those property owners who currently have apartments zoning. Many of them have sat on that property for decades and not yet built. Our focus should shift toward expanding commercial and light industrial opportunities and higher paying jobs to strengthen the local economy. Residential growth should be thoughtful, prioritizing family-oriented, owner-occupied housing that fits our community character. Where appropriate, slightly higher-density single-family options can provide flexibility while preserving what makes Gilbert feel like a town, not an urban center.
What role should parks, recreation and amenities play as the town faces budget constraints?
Bongiovanni: Parks, recreation, and amenities are not luxuries, they are essential to Gilbert's quality of life, public health, and economic strength. The question is how we deliver them responsibly in a constrained budget environment.
We have to prioritize what matters most. Core services will always come first, but parks and recreation are where families gather, kids stay active, and community is built. Maintaining what we already have and keeping parks clean, safe, and usable must be a top priority.
We also need to be smarter about funding by leveraging partnerships and using user-based models where appropriate. Growth should help fund amenities through impact fees and development agreements. In short, parks and recreation should continue to play a vital role, but delivered with discipline, creativity, and sustainability.
Buchli: Parks, recreation and amenities are a vital part of Gilbert, especially with more than one-third of our population made up of young families. As Gilbert approaches buildout, these amenities become even more important to maintaining the quality of life residents value. Quality parks, trails, sports facilities, and community spaces support healthy lifestyles, strengthen neighborhoods, and create community connections. Continuing to invest in and maintain these amenities will help preserve Gilbert’s character, attract businesses and families, and ensure future generations continue to enjoy a vibrant and active community.
Coen: Gilbert’s park system is a cornerstone of our community, but as we approach geographic build-out, we must shift from expansion to excellence in maintenance. With over $100 million invested in regional amenities, our current inventory is largely complete. I will prioritize updating the Infrastructure Improvements Plan to legally recalibrate future developer fees away from redundant parks and toward critical road and water needs. Parks should enhance our lives, not compete with essential services for limited general fund dollars. By ensuring growth pays for our most urgent infrastructure, we protect our fiscal health and maintain our premier quality of life.
Goulden: Parks, recreation, and amenities should remain a priority, but we have to be smarter about how we deliver them. In a community like Gilbert, these are central to quality of life, public health, and even public safety. They attract families and businesses, support property values, and give kids and teens positive outlets. That said, in a tighter budget environment, we have to focus on sustainability and return on investment. That means prioritizing maintenance of what we already have before building new amenities, pursuing public-private partnerships where it makes sense, and being strategic about which projects truly meet community needs. We also need to make sure amenities are accessible and well-utilized, because underused facilities become a long-term cost burden. So the goal isn’t necessarily to cut parks and recreation, it’s to deliver them more efficiently, protect what residents already rely on, and ensure every dollar spent adds real value to the community.
Obayomi: Parks, recreation, and amenities are not luxuries. They are part of what makes Gilbert a strong, family-centered community and they contribute directly to health, safety, economic vitality, and property values. In a constrained budget environment, we should protect what residents use most, maintain existing assets well, and prioritize investments with the greatest community benefit. We should also look for partnerships, phased delivery, and smart maintenance strategies so we are good stewards of taxpayer dollars. The goal should not be to abandon quality-of-life investments, but to manage them responsibly. A strong town balances fiscal discipline with the amenities that make people proud to call Gilbert home.
Spence: Did you know that the Riparian Preserve and parks in our HOAs are not counted in the town’s needs assessment? I support expanding parks and recreational amenities, but only after Gilbert addresses core priorities. The North Water Treatment Plant must be online, water and traffic issues resolved, roads and infrastructure repaired, Police and Fire properly staffed and trained, and our justice system functioning swiftly and fairly. Residents are hurting financially, yet the town continues prioritizing spending on nonessential projects with little regard for taxpayers. Gilbert must focus on responsible budgeting and essential services before funding council pay raises, pickleball courts, and splash pads.
Torgeson: Parks and recreation are essential to Gilbert’s quality of life, but in a constrained budget environment, we need to refocus on priorities. Some proposed projects are extremely costly, while we still lack enough basic amenities like baseball and soccer fields to meet demand. As we balance spending, core services such as police, fire, and roads must come first. Parks should advance at a more measured pace. Our immediate priority should be ensuring kids and families have access to functional, well-maintained fields and facilities. Let’s get back to the basics and meet everyday community needs before pursuing large, high cost destination projects.
Please submit comments at yourvalley.net/letters or email them to AzOpinions@iniusa.org. We are committed to publishing a wide variety of reader opinions, as long as they meet our Civility Guidelines. Tom Blodgett can be reached by email at tblodgett@iniusa.org or follow him on X at @sp_blodgett.
Meet Tom Tom Blodgett joined Independent Newsmedia, Inc., USA, in 2022, when the company acquired Community Impact Newspaper's Phoenix-area properties. Raised in Arizona, he has spent more than 35 years in journalism in the state.
Community: He has served as an instructional professional in the Walter Cronkite School of Journalism and Mass Communication since 2005, and is editorial adviser to The State Press, the university's independent student media outlet. He also is director of operations for an 18U girls fastpitch softball team from Gilbert.
Education: Arizona State University with a BS in Journalism.
Random Fact: He lived in Belgium during his freshman year of high school.
Hobbies: Tweeting enthusiastically about ASU softball (season-ticket holder) and grumpily about other local sports (pessimistic fan).
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