Election 2025: Democratic supervisor, Board incumbents challenged by Pound Ridge Party

Top row, Pound Ridge Democratic incumbents Kevin Hansan, Diane Briggs and Dan Paschkes. Bottom row, Pound Ridge Party challengers John McCown, Ron Asaro and Peter Avellino.

By THANE GRAUEL

Pound Ridge Supervisor Kevin Hansan and Town Board members Diane Briggs and Daniel Paschkes, running on the Democratic line, are challenged in the Nov. 4 election by the Pound Ridge Party’s supervisor hopeful, John McCown, and its board candidates, Ron Asaro and Peter Avellino.

This election season in the quiet town of about 5,000 has seen spirited campaigns that have highlighted different opinions on how the present government is functioning and who should carry it forward. How to address water issues, business development, town finances, and whether townspeople have enough say in major decisions have been debated for months.

The Recorder asked the candidates where they stand on several issues, and their reasons for running. Here are their answers, edited for clarity and length.

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The Recorder: Why are you running for election/reelection?

Kevin Hansan: I’m running for reelection because I’m proud of the progress we’ve made together and because there’s more work to do to keep our town strong, vibrant, and true to its character.

Eight years ago, I stepped up to run because our property values were stagnant, the previous administration had stalled on a grant to improve the Scotts Corners streetscape, and no one was thinking about how to market Pound Ridge as a place to live, work, and play.

Since then, we’ve delivered real results. Property values have risen. Town taxes have stayed below the state cap every year. Our reserves have grown, and we’ve secured more than $10 million in grants to improve our town government, park, and infrastructure. A new generation of young families is moving in, drawn by the community spirit we’ve built together.

We acted quickly on clean water, securing funding to address PFAS contamination and advance a new water main for Scotts Corners. We preserved 22 acres of prime property between the hamlet and Town Park, transformed the old gas station into the Village Green, and guided the town through a global pandemic.

Looking ahead, I’ll continue to keep our finances strong, deliver clean drinking water to our business district, and ensure Pound Ridge remains a place where families want to live, work and stay for generations.

John McCown: I’m running to bring fiscal responsibility, transparency and inclusion to town governance. Residents deserve leaders with financial and strategic acumen, leadership that delivers required financial reporting completely and on time, every time, and does not risk increasing the interest rates the town pays. Residents deserve financial planning that makes the most of every tax dollar and avoids wasteful spending.

I’m running to deliver radical transparency, to put an end to closed-door decision-making. Residents should never be told they cannot engage with leaders at board meetings, be silenced when they disagree, be denied open forums to express and explore concerns, be forced to accept plans they were shut out of making.

They should have leadership that endeavors to reduce total property taxes, not grows them an average of 3.0% over the past eight years and 6.2% over the past two years, leadership that fights for accuracy in assessing our portion of the Bedford Central School District tax, up a stinging 9.1% this year.

For the vitality of our town to continue, the basic underpinnings of financial health and open-door governing are essential. I’m running to secure a bright future for the business district and champion growth that respects the character of our town. I will hold regular public forums inviting participation, hold regular staff meetings with the town workforce and be a supervisor in residence at the Town House. I am running to serve and give back to the town I love. 

Ron Asaro: I moved to Pound Ridge six years ago, drawn by its natural beauty, but quickly discovered that the true beauty of this town lies in its people. Pound Ridge is filled with talented, generous residents who volunteer their time and expertise to make this community so special.

At first, I admired the friendly weekly newsletters from the supervisor and the charm of Pound Ridge. But over time, I began to see the other side of how our town is governed: chronically late financial reports, serious findings in the state comptroller’s audit, and key decisions made behind closed doors in violation of open meetings laws. Time and again, I watched the Town Board’s process break down and with it, public trust, leaving the town exposed to unnecessary litigation. That’s not the transparency and accountability residents deserve.

Throughout my 40-year professional career, I’ve worked with experts across financial, technical, medical, and operational fields — bringing people together to solve complex problems and achieve positive, compliant results. My skill set and temperament are built for collaboration: I listen carefully, build consensus, and ensure every decision is grounded in integrity, transparency, and fiscal responsibility.

I’m running because I can help Pound Ridge do better. With open communication, responsible planning, and respectful teamwork, we can restore trust in local government and ensure our town reflects the very best of its people.

Peter Avellino: I’m running because I care deeply about our community and want to give back to the place my family and I proudly call home. This town has shaped who we are, and I believe it’s time to step up and serve the people who make it so special.

At the heart of my campaign is a belief in responsible, people-centered leadership. I want to ensure our local government is working for the residents. My goal is to bring responsible leadership that puts residents first by ensuring fiscal responsibility, ending wasteful spending and increasing transparency through collaborative decision-making. Our community deserves leaders who are open, responsive and listen. We must represent the voices of all residents, be willing to ask tough questions and use residents’ tax dollars wisely.

My positions on all of the issues are rooted in facts derived from the town website, financial audits, FOILs and the state comptroller’s reports. As a financial expert with decades of experience, I am compelled to find ways to keep taxes low and ensure all residents can afford to live here. 

I’m committed to protecting the character and charm of our town while supporting smart, balanced growth. That includes investing in infrastructure, maintaining strong public safety services, and keeping our neighborhoods safe, connected, and thriving. Growth should benefit everyone, not just a few.

Diane Briggs: I’m running for a third term to refocus attention on strengthening communication, specifically improving wireless connectivity and the quality of service residents experience at home, work, and around town. We initially began this project in 2023, and I have been eager to reprioritize it to the top of the list. In addition, water quality challenges in our business district are an equally high priority for me, as the class of chemicals known as PFAS has recently been identified locally and impacts my home and neighborhood. But we must remain nimble, as new issues and opportunities can arise at any time.

During my first term, I focused on building relationships within the Town House and throughout our community. It takes time to learn how to navigate town governance. Listening, learning, and leading collaboratively, with residents, town staff, business owners and volunteers is essential to getting things done. 

We have a wealth of knowledge and expertise within our community, and many have been terrific partners in accomplishing important projects such as transforming the 77 Westchester Ave. property into the Village Green, completing the new Town Park shelter project started years ago, and continuing to address infrastructure issues in Scotts Corners.

Leadership begins with listening, and our best work happens when we work together. I believe in open communication, practical problem-solving, and decisions grounded in respect for our residents and our environment. I’ve worked hard to ensure every voice is heard and every issue approached with fairness and respect. 

Dan Paschkes: I am running for reelection to ensure the progress Pound Ridge has made in improving our business district continues, and to preserve and protect our town’s rural character and environment.

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The Recorder: The town has been dealing with long-standing water quality issues, particularly in the Scotts Corners business district. Do you support the current approach and how should it move forward?

McCown: I’m for clean water. I’m not for this administration’s plan to achieve it because that plan poses serious environmental and financial risks. 

First, it risks an environmental mess in Scotts Corners by flooding septic systems. Second, the $11 million projected construction cost is the same number in the 2019 report. Both CPI inflation and 50% steel tariffs alone will push that to over $15 million. Where is the extra money coming from? Before a fixed price bid can be obtained, drawings are required. The budget has $960,000 in engineering design fees. The town must spend that before getting any bid. If the project doesn’t go ahead, who absorbs the $960,000? Third, assuming obstacles are overcome, inflation will push annual operating costs above the $200,000 in the 2019 report, significantly more than the projected $70,000. With district members having been already told their final costs, that suggests any higher costs will be passed on to taxpayers. Fourth, we actually have no agreement with Aquarion to get water. Relying on the 1973 agreement to force Aquarion to provide water is unwise. 

Moving forward, we need to have an environmental firm evaluate the environmental risks of the project and have an engineering firm provide up-to-date costs. We need to know if Aquarion will even provide water. We need a new financial analysis of alternatives, including point of entry systems. Everything needs to be disclosed to residents. Scotts Corners and the business district is too important to the town to make a serious mistake.  

Hansan: I fully support the town’s current approach because it’s grounded in science, partnership, and action. For too long, businesses in Scotts Corners have struggled with water quality issues going back decades. When PFAS was discovered in private wells, I took this issue seriously from day one. Guided by the Pound Ridge residents who serve on our Water and Wastewater Task Force, we engaged one of the state’s most respected engineering firms to evaluate options for PFAS remediation and long-term water quality improvement.

Working closely with the county and state health departments, the Environmental Facilities Corporation, and Aquarion Water Company, we developed a comprehensive plan that evaluated multiple alternatives from creating a community well to drawing water directly from the Siscowit Reservoir. After careful review, we determined that a direct connection to treated water from the Stamford system near the Pound Ridge Golf Club is the safest and most sustainable solution.

By forming a water district, we secured $7.6 million in state funding, covering roughly 70% of the project’s cost. Although progress was briefly delayed by a frivolous lawsuit supported by my opponent, the case was dismissed, allowing us to continue moving forward. We are now pursuing additional funding through the federal Bipartisan Infrastructure Law and direct congressional support from Sens. (Chuck) Schumer and (Kristen) Gillibrand, with the goal of covering 100% of construction costs.

Clean, reliable water isn’t just a health and safety issue, it’s critical to the long-term vitality of Scotts Corners and our property values. I’m committed to seeing this project through.

Avellino: I fully support the goal of clean, safe water, but we are not facing a crisis that requires rushed action as Dan Paschkes, Diane Briggs and Kevin Hansan want you to believe, especially, when all businesses with water quality issues have accessed filtration systems that meet the Department of Health safe drinking water standards.

The proposed drinking water project raises serious concerns about financial mismanagement, legal uncertainty and environmental risk. In June 2024, Supervisor Hansan may have falsified information when he signed the Water grant application attesting that all town financial filings were complete, despite 2022 and 2023 filings being delinquent at the time.

Even more troubling, there is likely no binding agreement with Aquarion and town officials acknowledged that the company may not be licensed to operate in New York state, resulting in unknown costs.

Additionally, no environmental studies have been conducted to assess the impact of importing large volumes of water on Scotts Corners’ existing septic systems, risking system failures. The town also intervened themselves into a lawsuit over the grant against the state grant authority, incurring unnecessary legal costs. 

To move forward responsibly, we must first perform a holistic analysis on the existing water/septic systems along with any proposed modifications to ensure minimal/no impact on the overall infrastructure. Rushing ahead without addressing the impacts could be very costly, create setbacks and cause long-term failures which could be detrimental to the environment.

Briggs: Water quality in Scotts Corners has been a challenge for decades, and with the most recent serious health issues identified, I fully support the town’s current, science-based approach. The Water and Wastewater Task Force, composed of resident experts, has worked diligently for many years to explore both local and regional solutions that safeguard public health and protect our environment.

With guidance from experienced engineers, state agencies and the Westchester County Department of Health, the town is pursuing a permanent, long-term solution. Solving complex water issues takes persistence, collaboration and trust. In addition, a number of homes throughout town have been affected by PFAS, and I am hopeful that we’ll also have affordable suggestions and solutions to meet everyone’s needs, even for those who don’t live near Scotts Corners. Continued focus and steady progress are essential to ensure clean, reliable water for our residents and businesses.

Paschkes: I support our current approach to dealing with the long-standing water quality issues in Scotts Corners. Scotts Corners has been plagued for decades with water contamination and an outdated patchwork of private wells in close proximity to septic systems and cesspools. The proposal to create a water district to provide safe clean water was approved by a majority of the property owners of the proposed district in a public referendum. We have secured grant funding which will cover approximately 70% of the infrastructure costs, which provides a unique opportunity to offset the cost of solving the problem. 

Asaro: Clean water is a public health issue, and there are multiple ways to achieve that goal. It’s important to note that business owners in the Scotts Corners district already have point-of-entry water filtration systems in place to address water quality concerns. To date, I am not aware of any business that has been forced to close because of water issues.

I do not support the current Town Board approach for several reasons. The roughly $11 million estimate they continue to cite is the same as in a 2019 study, now outdated, and the true cost could easily approach $15 million. It would take nearly $1 million in additional engineering and design work just to confirm the actual cost. There is still no assurance that Pound Ridge will have access to the necessary Stamford water supply, and without that, the plan lacks a critical foundation. Additionally, the grant funding could be jeopardized entirely as a direct result of the supervisor’s handling of the matter when, I believe, he inaccurately represented legally required annual financial report filings.

The town’s plan to provide water to all three business district zones is unnecessarily broad. Evidence suggests that one zone does not need a new water source and that another may only require limited improvements. The most effective path forward is to reengage the Water and Wastewater Task Force along with engineers, business owners and residents, to reassess priorities and develop a targeted, phased plan based on real data, fiscal responsibility, and community input.

By combining technical expertise with collaboration and transparency, we can finally deliver a sustainable, affordable solution to Pound Ridge’s water challenges.

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The Recorder: The business district has had challenges and successes. How do you see its future, and what can the Town Board do to make that happen?

Hansan: Over the past eight years, Scotts Corners has made real progress. We’ve installed new sidewalks and streetlights, created the Village Green, inspired more public art, added flower baskets and launched community events, all designed to increase foot traffic and support our local retailers. But that’s not enough. The future of retail is uncertain, yet what’s clear today is that our business district is stronger with vibrant coffee shops, bakeries, and restaurants, and those businesses depend on clean water and efficient wastewater systems to thrive.

The Town Board must continue addressing the infrastructure limitations that have held the district back for decades. A key cause of our water quality issues is the extremely small parcel sizes that no longer meet today’s health standards for the required separation between drinking water wells and septic systems. Many septic systems are decades old, and a few properties still rely on active cesspools.

These outdated conditions make it difficult for businesses, especially restaurants, to expand or even operate comfortably. That’s why the town’s focus on bringing in clean, treated drinking water is such a critical step forward. Once public water is available, some land currently used for private wells can be repurposed for new or expanded septic fields, easing one of the biggest physical constraints on growth.

Long term, we’ll also need to explore a community septic solution as Katonah and other neighboring business districts have if we want Scotts Corners to continue supporting new restaurants, apartments, and stores that bring energy and life to our town.

McCown: The business district looks nice and you can see it. What you can’t see and what is kept from you are budget overruns and financial mismanagement resulting in extra costs and higher taxes. Residents deserve a beautiful downtown. They also deserve responsible, transparent financial stewardship —  not one, but both. 

I care deeply about Pound Ridge and support a business district that reflects the needs of residents and preserves the unique character of our town. It is accurate to say that there is a symbiotic relationship between the business district and residences and vibrancy. A flourishing business district in particular has a beneficial impact on residential values. That doesn’t mean that anything that benefits business district property owners also benefits residential property owners. Nowhere is this distinction more important than in matters related to expansion. From serving on the board of a large real estate development company with projects in multiple states, I know the sector. My overriding concern related to such matters will be to ensure they would not change the character of our unique town. 

Properly addressing clean water needs in a cost-efficient manner without burdening properties that choose not to participate results in multiple benefits. Solid financial stewardship and protecting taxpayer dollars with careful planning will result in favorable conditions that benefit the business district.  

Briggs: Scotts Corners — practically my front yard — is the heart of Pound Ridge. It’s a walkable, historic and vibrant gathering place where I am so fortunate to walk my dog, shop at the stores and The Market at Pound Ridge Square, and visit with store owners and employees who are friends. I can’t imagine a better place to live, and every decision related to the business district is guided by the needs and interests of neighbors and residents, coupled with environmental stewardship and the preservation of our town’s character.

I’m proud of the town’s progress over the past eight years: new sidewalks and lighting, the creation of the Village Green, and a growing mix of thriving local businesses and community events. Looking ahead, I see continued opportunity to strengthen our business district by completing long-planned infrastructure projects, including repaving, improved parking and signage, and constructing a new shared refuse/storage shelter. The town’s continued relationship with the Business Association, which I have been a part of since my first term, will be essential in the future, and my focus will remain on smart, balanced growth that supports economic vitality while preserving the charm, character and close-knit spirit that make Pound Ridge unique.

Paschkes: The Town Board has taken significant steps to make our business district an inviting place to visit, through infrastructure improvements like new streetlights and sidewalks, the creation of communal space in the new Village Green, and by fostering events such as Food Truck Fridays and artisan markets. To ensure continued success, however, we must solve the water quality issues, so that restaurants and other businesses can thrive.

Asaro: The Pound Ridge business district should reflect the character and charm that make our town so special, a place that feels like a Norman Rockwell painting, where residents and visitors alike enjoy a genuine small-town experience.

To strengthen our local economy while preserving that feel, the Town Board should first revive the Economic Development Committee to bring together business owners, residents and professionals with fresh ideas. This group can guide the town in identifying priorities and developing strategies that balance growth with community character.

We should seek advanced marketing expertise to help attract niche destination and boutique businesses, the kinds of unique shops, cafés, and services that draw people to Pound Ridge rather than to neighboring towns. The town should also explore state and county tax-relief or incentive programs that help new businesses get started and succeed here.

At the same time, we must continue improving the streetscape and visual harmony of Scotts Corners, promoting tasteful, consistent signage, coordinated façades and pedestrian-friendly spaces that invite people to linger and shop.

Most importantly, this can’t be a top-down effort. The Town Board must actively engage business owners and residents to understand their vision for what Pound Ridge should look and feel like in the years ahead. With collaboration, thoughtful planning and respect for our town’s heritage, we can build a vibrant business district that thrives without losing its heart.

Avellino: While recent cosmetic improvements have refreshed the appearance of our business district, much more is needed to ensure its long-term vitality. We must move beyond these aesthetic embellishments with strategic steps to transform the area into a thriving economic and social hub for our community.

A top priority is reinstating the Economic Development Committee, a resource that my opponent, Diane Briggs, disbanded. Restoring this committee will establish vital communication to support local businesses, encourage entrepreneurship and guide thoughtful, sustainable growth. 

By attracting niche retailers and unique service providers, we can increase foot traffic by positioning Pound Ridge as a vibrant shopping and dining destination that reflects the town’s creativity and character. Explore all available state-authorized tax relief programs such as exemptions, abatements, and credits to further support the growth of our business district.

In parallel, we must continue enhancing the district’s visual identity through a coordinated facade improvement program. A unified design approach will boost curb appeal and create a more welcoming, cohesive environment for residents and visitors alike. These improvements should be pursued with a strong commitment to sustainability by promoting green building practices and environmentally responsible design.

Together, these efforts will strengthen our local economy, reinforce community pride, protect real estate values, and ensure Pound Ridge’s business district becomes vibrant, resilient and aligned with our shared values.

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The Recorder: What’s your view on the handling of town finances and the local school tax? Should anything be changed?

McCown: The supervisor’s lack of inquiry on the 9.1% school tax increase when actual data pointed to calculation mistakes was the latest example of financial ineptness. I sent him a five-page letter months ago outlining my analysis and how I would have handled the matter. 

By New York law, the supervisor is the CFO of the town. Unfortunately, neither he nor other Town Board members have meaningful finance experience and that shows in decisions hurting taxpayers. Annual audit timing is at the town’s discretion and it is responsible for delays. In each of the last eight years, the town has been late in filing legally required annual financial reports with the New York State Comptroller’s Office. On average, they were 17 months behind, taking more than six times the months compared to the deadline. 

The town doesn’t issue unaudited financials and takes the unsupportable position that no financial statements exist until the auditor creates them. This results in no financials for years. The auditors recognize the cause and in their last five letters to management show delay in issuance of audit report as a significant control deficiency among 13 deficiencies. The financial markets recognize this and require interest rates that are twice as high. Taxpayers pay in cost overruns with all capital projects. You can’t manage what you don’t measure. 

Similar financial incompetence at any publicly listed company would not be tolerated. Instead of addressing financial mismanagement, the board exchanges platitudes. A change of government and a CFO who does the job is required.  

Hansan: The Town of Pound Ridge’s finances are in strong, stable shape, the result of disciplined budgeting, responsible management and a commitment to transparency. During my time as supervisor, the town has stayed below the state property tax cap every year while maintaining high-quality services, investing in infrastructure, and growing our reserves to over $1 million. Our most recent independent audit confirmed our finances are sound, and the New York State Comptroller’s Fiscal Stress Report placed Pound Ridge firmly in the “No Designation” category, the best rating a municipality can achieve.

Like many towns, the COVID-19 pandemic disrupted our audit cycle in 2020. We missed the April window to deliver materials to our auditors, and because that firm serves most Westchester municipalities, scheduling delays cascaded for several years. Throughout that time, we continued to track, reconcile and publish accurate unaudited financial statements, all of which the auditors later verified. In hindsight, I would have engaged a secondary audit firm to help us catch up more quickly, but our financial position was never in question. Today, we are fully up to date, and every audit has reaffirmed the town’s strong fiscal management.

School taxes make up roughly three-quarters of the average Pound Ridge property tax bill and are set by the Bedford Central School District. While the town doesn’t control that portion, I continue urging our state representatives to review legislation options on how equalization rates are applied so that tax burdens are more fairly balanced across municipalities.

My focus must remain on keeping the Town of Pound Ridge fiscally strong, transparent, and prepared for the future.

Paschkes: The town’s annual audits fell behind as a result of COVID and the loss of support staff in the finance department. We are currently caught up in our audits. The bottom line, however, is that we have been, and continue to be, in a financially sound condition. Through conservative budgeting and careful management we have kept our town tax increases to a minimum, staying under the state tax cap eight years in a row, while significantly increasing our fund balance.

The Town Board does not control the school tax. The school district budget is controlled by the school board and adopted by the voters of the school district. The equalization rate, which spreads school tax increases among the towns, is set by the state. The state government should, however, reform the method by which the equalization rate is set, so that there is less disparity and inequity in how increases are spread amongst the towns in the school district. 

Asaro: Town finances have been poorly managed for years. The town has filed its annual financial reports late for eight consecutive years, some as much as 27 months overdue. A state comptroller’s audit revealed serious deficiencies, including about $750,000 in purchases made without required competitive bidding, $300,000 in payments lacking proper review, and 226 credit card charges without receipts. The mismanagement of the 7 Old Pound Road property added further unnecessary costs for taxpayers.

We still don’t know whether the supervisor verified the accuracy of the recent school tax increase, which was significantly higher than in neighboring towns. If elected, I will call for a full analysis of how the equalization rate and school tax adjustment were calculated. If errors are identified, I will urge the town to file a claim with the State Office of Real Property Tax Services to correct the issue in the next tax cycle. To restore fiscal accountability, I will:— Implement a rigorous annual budget review.— Require that financial reports be filed within 90 days, non-negotiable.

— Develop a 10-year capital plan to guide budgeting and infrastructure investments.

— Expedite the long-delayed senior bus purchase.

Finally, I recommend selling the house at 7 Old Pound Road (about 2 acres, $820,000), subdividing one additional lot (about$410,000), and retiring the debt. This would generate about $25,000 in annual property tax revenue, while preserving 16 acres as open space linking the Town Park and hamlet for community recreation.

Avellino: For the past eight years, the Town Board has consistently filed late financial statements with some years as much as 27 months overdue. This creates inadequate budgets, higher borrowing costs, and wasteful spending; leading to higher taxes for residents. Timely audits aren’t optional. They’re required to meet state mandates and taxpayer expectations.

What’s more disturbing, Supervisor Hansan stated in a recent debate (unchallenged by Briggs and/or Paschkes) that audits were unimportant since they only confirmed everything was done correctly (League of Women Voters New Castle candidate forum, Sept. 30). This is senseless and inconsistent with the auditor’s recommendations such as creating internal controls and procedural requirements. And again, Hansen minimized the recent state comptroller findings of $1.2 million (or 15% of the annual budget) in unsupported spending.

Also, the recent, unprecedented school tax hike of 9.11% was based on sales data from the state Department of Taxation and Finance, which reviewed 59 property sales, excluding 10 sales (17% of the total) with no explanation for their removal. By adding the 10 homes back into the calculation, it would have cut our tax exposure by more than 50%.

It’s the supervisor and the Town Board’s responsibility to engage directly with state agencies and ensure the town has a seat at the table when these determinations are made. That means ensuring data is complete, decisions are fair and our residents are not burdened by flawed or incomplete assessments.

Proactive leadership could have helped to prevent this costly financial burden. This pattern puts our transparency, funding and public trust at serious risk.

Briggs: Fiscal responsibility is fundamental to good governance. The town has made significant progress in strengthening financial oversight, improving reporting practices, and modernizing our accounting systems. Regular audits and timely filings are now standard practice. Residents can be confident that Pound Ridge’s finances are stable, transparent and well-managed.

While the Town Board does not set the school tax rate, we continue to advocate for fair assessments and greater equity across municipalities. Maintaining a healthy fund balance, seeking grants and prioritizing essential services will continue to guide our approach to responsible budgeting, ensuring that every tax dollar is used wisely for the benefit of our community.

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The Recorder: How open is the Pound Ridge government? Does the public have sufficient opportunity to speak on issues and obtain information?

Hansan: Pound Ridge government is open, transparent and accessible. We take pride in ensuring residents have multiple ways to stay informed, including the weekly supervisor’s newsletter I launched, multiple ways to get answers to questions and engage with their leaders. 

In recent years, we’ve greatly expanded the amount of public information available online. The town’s website now hosts an extensive library of documents and resources, including Town Board meeting minutes dating back to 1992, budgets, reports and other key records. We continue to add new material regularly so residents can clearly see how decisions are made and where their tax dollars go.

For information not yet online, or if something needs clarification, residents can easily request documents through the Freedom of Information Law (FOIL) process or informally by phone or email. We respond promptly, and our staff is always ready to assist.

At Town Board meetings, any resident may speak on any issue, whether or not it’s on the agenda. We welcome civil discussion and encourage follow-up by email so we can provide accurate, complete answers.

While a few have questioned the town’s transparency, the courts dismissed those claims, confirming that we’ve conducted business properly and in compliance with the law. I understand that civic engagement comes with strong opinions, and I welcome it. My focus remains on open, respectful dialogue and making myself available by phone, email or when you see me around town.

McCown: The Hansan administration falls short on measures related to open government. From my career and involvement with many boards, I understand what good governance looks like. I will practice that and it will be a noticeable difference compared to the current board. From no due process on the cannabis opt-out matter to changing the tax assessor position to part time, all key decisions by this board are made behind closed doors. 

This lack of transparency has morphed into deceptions and lies. How can they say town tax increases are under the 2% tax cap when the last eight years have seen 2.84% growth? How can they still call 7 Old Pound Road a once-in-a-generation opportunity with $868,000 spent on engineering fees and operating losses? How can they say the comptroller’s audit was routine and just involved procedural issues when over $1 million in payments was unsupported? If routine, why stall on the FOIL request for the four earlier audit report drafts and 432 pages of emails the Committee on Open Government has ruled must be disclosed? 

They tout the “6.7 stress test” as inoculating all concerns, but that is just an insolvency measure. Using it for other purposes is akin to saying a heartbeat means great health. The 6.7 on a 100 scale seems nice. But that score is twice as high as the 3.2 average for 38 Westchester municipalities where we rank 35th out of those 38. Shouldn’t they give that context? My commitment is radical transparency with everything.         

Asaro: At first glance, Pound Ridge governance appears open and connected, especially through the supervisor’s weekly emails highlighting community events, volunteer efforts, and local accomplishments. Those updates are appreciated and reflect the best side of our town. But when you look beneath the surface, a different picture emerges.

Public comment periods are now part of every Town Board agenda, but only after a resident pressed the issue and helped draft a policy that Supervisor Hansan agreed to. Even now, residents sometimes face obstacles when speaking; one was even threatened with police action for exceeding the three-minute limit. The supervisor often describes the state comptroller’s audit as identifying only “procedural” issues, when in fact it revealed serious deficiencies in financial controls, procurement and oversight.

The Town Board decided not to reappoint the assessor without consulting the Board of Assessment Review, which had unanimously supported her. Over 250 residents signed a petition, and many spoke in her defense, yet the board still changed the position to a part-time remote role behind closed doors, an action that should have been discussed publicly.

During the League of Women Voters forum on Sept. 30, Supervisor Hansan made a statement to the effect, the Town Board meeting is not a two-way conversation. It’s a one-way conversation. That message reflects the larger problem. It’s not open governance, it’s controlled messaging.

At times, it feels less like we are being governed and more like we are being ruled. If elected, I will govern, not rule.

Avellino: At recent Town Board meetings, I’ve witnessed board members raise their voices, speak disrespectfully and even threaten to call the police on residents during public comment period, behavior that is simply unacceptable.

At the debate referenced above, Supervisor Hansan described Town Board meetings as a one-way conversation where residents simply observe the board conducting its business where neither Briggs nor Paschkes disputed my challenge to that remark. He further claimed the hostility between residents and the board is nothing unusual, calling it a national issue protected by free speech. After that, Paschkes also claimed the town purchased 7 Old Pound to protect the viewshed and prevent overdevelopment. However, he failed to realize it is subject to scrutiny for buildout by developers along with state and federal stakeholders if the land is not placed under a conservation easement, which is the only way to truly protect it.

Also, at the June 11, 2024, meeting, Paschkes criticized the board for not honoring its promise to form the Water Tax District by referendum and voted against the resolution, then contradicted himself by voting “yes” on the bond for the water district improvements. I will avoid these missteps by encouraging timely, meaningful dialogue and sound decision-making. 

I’m committed to restoring civility, openness, and respect in our meetings because honest dialogue is the foundation of good governance.

Transparency, fiscal responsibility, and putting people first are not just slogans, they’re the principles guiding my vision: ending wasteful spending, investing wisely in infrastructure, ensuring public safety, and preserving Pound Ridge’s unique character.

Briggs: Transparency and accessibility are cornerstones of good government. A challenge in 2025 is the variety of ways people access news and information. We are fortunate to again have a local paper, The Recorder, serving four area communities and frequently reporting on town business. Yet I’m often dismayed to learn that many people I speak with do not subscribe or aren’t even aware that a local paper exists. How can we help with that?

Pound Ridge has made major strides in recent years from where we were eight years ago. Today, all Town Board meetings are recorded and posted online. Weekly supervisor’s e-newsletters share important and helpful news, events and activities every Friday, and the town website is regularly updated. There have always been opportunities for public comment at every meeting. 

Everyone has the right to express their views and to disagree; that’s part of what makes local government meaningful. I welcome constructive criticism and open dialogue, even when opinions differ. Unfortunately, a small number of individuals sometimes use public comment to advance misinformation or personal attacks, which can mislead residents and create unnecessary division. In rare cases, that has even escalated into threats or frivolous legal actions, which only make it harder for honest voices to be heard.

Our goal is to make information easy to find and to engage with residents in the decision-making process. Respectful disagreement is healthy, and it helps us make better decisions. An informed, engaged public makes for a stronger, more responsive government, and I’m committed to keeping that dialogue open.

Paschkes: I can state, from personal experience, that under the current administration Pound Ridge Town government is the most open and transparent it has been in the last quarter century. We currently livestream our Town Board meetings and the public can access recordings of the meetings soon after they are held. Residents are also always welcome to attend our meetings in person, in addition to being able to participate remotely in our livestreamed meetings via Zoom. Contrary to allegations by our opponents, decisions are not made behind closed doors, with the exception of matters such as personnel issues or legal matters, which are properly held in executive session. At the request of our opponents, Supervisor Hansan and the current members of the Town Board added public comment periods at the beginning and end of every Town Board meeting. It is unfortunate however, that in practice our opponents have routinely used the public comment periods to advance their political campaign and agenda, with an incessant barrage of criticism, complaints, self-serving and disingenuous “recommendations” and disinformation. This has been accompanied by frivolous lawsuits which baselessly alleged violations of the Open Meetings Law, which have been dismissed in court, and with a constant stream of demands for voluminous records under the Freedom of Information Law, which unduly burden our limited town staff and resources.