Candidates: In Their Words, Moore and Vazquez

AllOtsego’s 2026 pre-election coverage begins this week with a series of questions posed to Town of Hartwick supervisor candidates Cody E. Moore (REP, HUN) and Andrea Vazquez (CON). These are the candidates’ responses as they were received, in alphabetical order by last name.

1: What are the three biggest financial challenges facing the Town of Hartwick, and what specific steps would you take over the next two years to address them while keeping property taxes and the cost of local services manageable? Please identify any spending you would change, investments you would prioritize or trade-offs residents should expect.

MOORE:

Hartwick faces three major financial challenges: aging equipment, deteriorating roads and finding new revenue sources without placing additional burdens on property taxpayers.

First, we need a long-term replacement plan for highway and fire department equipment. By evaluating existing equipment, prioritizing needs, and exploring opportunities for safe equipment sharing, we can avoid costly surprises and make smarter investments.

Second, our roads require significant attention. I will prioritize critical repairs while supporting continued training and professional development for our highway workforce to improve efficiency and maximize taxpayer dollars.

Third, we must explore alternative revenue sources, including potential occupancy tax revenue from short-term rentals, subject to necessary approvals.

My priority is simple: fund essential services, plan major purchases responsibly and postpone less urgent spending when necessary. Hartwick families are already struggling with rising costs. Town government must live within its means, just as our residents do.

VAZQUEZ:

Hartwick residents work hard for their money. They deserve confidence that their town government is managing it responsibly. Under Supervisor Cody Moore, acknowledged financial errors and unresolved discrepancies have raised questions that deserve clear answers.

Our three biggest financial challenges are getting records in order, strengthening oversight and building budgets that look beyond next year. These discrepancies show where safeguards and review procedures need attention.

In my first year, I would work with the board to secure independent municipal accounting expertise with a proven record, evaluate the approved audit’s scope, reconcile inter-fund balances, resolve water fund and project questions, and complete overdue reporting, including the 2025 Annual Financial Report. Monthly reconciliations and meaningful board review must become routine. My work should receive equal scrutiny.

In year two, I would pursue multiyear budgets and a practical infrastructure plan. We would scrutinize discretionary spending, postpone nonessential projects and protect basic services. Every major investment must explain its cost, funding and impact on taxes or fees. Taxpayers deserve dependable services, honest answers and value.

2: What would you do to ensure town government is transparent, responsive to residents and accountable for its decisions? Please give a specific example of a policy or practice you would maintain, change, or introduce, and explain how residents could measure whether it is working.

MOORE:

Transparency and accountability are not optional; they are fundamental responsibilities of public service. Residents deserve a town government that is accessible, organized, accurate and accountable.

As supervisor, I believe every elected official must be accountable for fulfilling the duties of their office. Effective government requires teamwork, open communication and a shared commitment to putting residents first.

I support introducing regular public progress reports outlining town finances, infrastructure projects, outstanding challenges and long-term priorities. Residents deserve to know how their money is being spent and what results their government is delivering.

I will also continue working to improve the accuracy and accessibility of financial records, meeting documents and public information.

Success should be measured through timely reporting, responsive communication, accessible records and measurable progress on town priorities. Public trust is earned through actions, not promises. My goal is a town government that is transparent, accountable and worthy of the confidence residents place in us.

VAZQUEZ:

Residents should not have to chase town government for answers. I would create a public accountability page on the town website showing departmental priorities, responsible contacts, deadlines, spending and progress.

For example, residents reporting a recurring road problem could track acknowledgment, assessment, scheduled work and completion. Departments would explain missed deadlines and provide updated timelines. Making commitments visible would help the board identify delays and hold departments accountable.

The page would also centralize agendas, approv-ed minutes, financial updates, project milestones and FOIL tracking, with confidentiality protections. Denials would explain grounds and appeal rights. Recorded meetings and respectful public participation would remain priorities.
Residents could judge whether this works through response times, completed work, spending against budgets and timely records. Transparency should make government easier to navigate and problems harder to ignore.

3: What are the two most important issues facing Hartwick over the next four years, and what concrete results would you commit to delivering by the end of your term? How would you fund those priorities, and how should residents judge whether you have delivered?

MOORE:

My two priorities are strengthening Hartwick’s financial and infrastructure planning and protecting the future of our community.

During my first 10 months as supervisor, I have worked to correct the vast majority of accounting errors from 2025. In 2027, I intend to address longstanding water district accounting issues that predate my administration.

I also want to establish multiyear plans for road improvements, equipment replacement and infrastructure investments. We must plan ahead, pursue available grants and prioritize spending to protect taxpayers.

Equally important is encouraging year-round housing opportunities for working families and young residents while preserving Hartwick’s rural character. A strong housing market supports our schools, businesses and community organizations.

By the end of my term, residents should see improved financial accountability, a clear capital improvement plan, measurable infrastructure progress and meaningful steps toward expanding housing opportunities.
My commitment is to leave Hartwick stronger, more financially secure and better prepared for the future.

VAZQUEZ:

My two priorities are dependable essential services and preserving Hartwick’s traditional charm while meeting community needs.

First, I would prioritize safe roads, reliable drinking water, resolving water-fund imbalances to protect ratepayers and dependable fire protection. By my term’s end, residents should have a published infrastructure plan identifying projects, costs, funding, and milestones, alongside annual roadwork priorities based on condition and safety. I would support the Highway Department’s essential equipment and staffing needs, with spending justified by service requirements.

Second, I would pursue practical improvements that strengthen community life: advancing the Hatchery Building Project and restoring the Hartwick Huskies Summer Program where financially feasible. Preserving our charm means caring for public spaces and maintaining opportunities for families and neighbors to gather. Improvements should preserve Hartwick’s rural character and remain affordable.

Funding would combine applicable grants, highway aid, partnerships and verified savings. Projects may need phasing; grants are not guaranteed. Before borrowing, I would explain repayment obligations and taxpayer impacts.

I would track grant applications and reimbursements to prevent delays and missed opportunities.

Residents should judge delivery by completed improvements, program availability, grant awards and actual costs against estimates.

4: Can you identify one specific financial or governance decision made by the town in recent years that you believe should be reconsidered, and explain what you would do differently?

MOORE:

I believe Hartwick must reconsider its historical approach to major equipment purchases and capital spending.

Without a coordinated replacement strategy, expensive equipment needs can become unexpected financial burdens on taxpayers.

I support conducting a comprehensive equipment inventory, assessing condition and useful life, and establishing a multiyear replacement schedule. This would allow the town board to prioritize purchases, explore cost-saving opportunities and budget responsibly.

This isn’t about criticizing past decisions. It’s about learning from them and improving how we operate.

Taxpayers deserve a government that plans ahead, spends wisely and treats every dollar with respect.

VAZQUEZ:

One decision I would reconsider is the town’s continued reliance on financial reports containing unresolved discrepancies when preparing budgets and making spending decisions.

Inter-fund balances, water-project accounting, and the Street Lighting Fund’s negative balance require documented explanations.

My priority would be to establish the town’s true financial position through documented reconciliations, clear deadlines and qualified professional assistance. The lighting balance must be examined to determine whether it reflects an operating deficit, accounting error or improperly recorded transactions.

Budget preparation must continue, but decisions should rest on verified, reliable and properly documented information. Consistent monthly reconciliations and meaningful oversight would identify discrepancies promptly and protect taxpayers from unnecessary costs and financial surprises.