Chuck Bongiovanni, Gilbert Town Council

Courtesy Town of Gilbert

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OPINION — Rising utility bills are personal. They affect families, seniors on fixed incomes, and small businesses trying to plan month to month.

That reality deserves honesty—not slogans, not shortcuts. What follows are the facts about how Gilbert arrived at this moment and what responsible leadership requires going forward.

First, much of Gilbert’s water and sewer infrastructure is aging faster than expected. Pipes installed decades ago using top-rated, EPA-approved materials are failing far earlier than their projected lifespan. There is no manufacturer to sue, no warranty to collect — only a responsibility to repair what’s breaking before failures become emergencies.

Second, water and utility rates did not meaningfully increase for more than a decade. While that provided short-term relief, it also meant the town did not build the reserves needed for long-term maintenance and replacement. Infrastructure continued to age, even as rates stayed flat. The cost didn’t disappear — it accumulated.

Third, this outcome was not unforeseen. In 2013, prior councils were warned that delaying reinvestment would eventually lead to major rate adjustments. Those leaders acted with the information and pressures they had at the time. We were not in their seats — but the long-term consequences are now unavoidable.

Fourth, Gilbert’s main water treatment plant was built in the 1990s under low-bid procurement laws. Those laws were followed and designed to protect taxpayers, but the lowest upfront cost does not always equal the lowest lifetime cost. Today, that plant supplies the majority of Gilbert’s drinking water and requires major reinvestment to remain reliable.

Fifth, water scarcity is real and already affects costs. Scarce water is more expensive to acquire, more complex to treat, and more costly to deliver. Planning for these realities now is far less expensive — and far more responsible — than reacting later in a crisis.

Sixth, tiered water rates are not punitive; they are fair. About 88% of residents use relatively modest amounts of water, while a small percentage use four to five times more. Charging everyone the same rate would force conservation-minded households to subsidize extreme use. Tiered rates ensure those who place the greatest demand on the system pay proportionally more, protecting the majority from higher across-the-board increases. This approach does not apply to heritage properties.

Seventh, Gilbert has not forgotten its roots. Heritage and agricultural properties — with livestock, horses, and legitimate agricultural needs — are fundamentally different from high-use residential properties. The town is actively working toward a separate utility tier for these properties so modernization does not erase Gilbert’s agricultural legacy.

Eighth, misinformation has complicated public understanding. Some suggest hidden funds can simply be reallocated. Others argue residents are being punished for growth. Yet, longtime residents are not claiming they were wronged because they paid for roads decades ago that today’s residents now use. Infrastructure is built across generations. Each generation contributes so the community endures.

Ninth, growth pays its fair share. Developers in Gilbert pay some of the highest system development fees in the region, about $21,000 per new home, roughly equal to eight and a half years of utility payments paid upfront, before a resident ever moves in. Apartment developments also pay system development fees.

Tenth, apartment residents are not the cause of today’s challenges. They use the least water on average and were not part of the community when most infrastructure decisions were made.

Eleventh, Gilbert chose a phased approach. Rather than a sudden spike, rate adjustments are spread over multiple years to reduce immediate impact and allow families time to plan.

Twelfth, utilities must pay for themselves. Water, sewer, and solid waste are enterprise funds and cannot legally be subsidized by other taxes. Failing to fund them responsibly risks Gilbert’s AAA bond rating, the municipal equivalent of letting a personal credit score fall from 800 to 550—making every future project more expensive for everyone.

These truths are not political. They are practical. And facing them honestly is how Gilbert protects its future.

Chuck Bongiovanni is vice mayor of Gilbert.

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