There are two open Camden Select Board seats up for election June 9 at annual Town Meeting. The four candidates seeking election to the two three-year terms are Bobbi Oxton Blake, Christopher Nolan (incumbent), Geoff Scott and Sara (Levy) Skrivanich.

Penobscot Bay Pilot has posed questions to each candidate, providing the opportunity for the public to better understand their positions on issues. Here, candidate Chris Nolan responds:

Please provide a brief biography of yourself and explain why you decided to seek a seat on the Select Board.

I’m a long‑time Camden resident, living here since 1978 aside from my service as an Army logistics officer. I graduated from Camden‑Rockport High School and raised three children here with my wife, Heidi, who serves as Director of Adult Education at Mid‑Coast School of Technology. My family has deep roots in public service. My father, Jim Nolan, was a Maine State Trooper, and my mother, Bev, was active in our schools, the Chamber, and many community organizations.

Professionally, I work full‑time in technology audit and risk management serving financial institutions and government organizations. That work is centered on accountability, sound controls, and fact‑based decision‑making—skills that translate directly to responsible town governance. I also stay active through hobbies as a licensed Motorcycle Safety Instructor and as a technology consultant business partner.

Over the past three years on the Select Board, I’ve gained a working understanding of Camden’s budget, departments and operations. I first ran because I heard a consistent concern: people wanted to feel heard again. Since then, I’ve focused on transparency, asking questions, and making sure decisions are grounded in facts. That remains my goal — steady, accountable leadership reflective of the community, especially as Camden faces complex decisions that require careful oversight.

Like many families, we chose to stay because Camden is a special place to raise a family, and I want to help make sure it stays that way. 

What experience do you believe most prepares you for serving on the Select Board?

I bring a combination of local perspective, professional discipline, and direct experience — and I try to approach every issue the same way: listen carefully, ask questions, and work toward practical solutions.

Living here for decades gives me a long‑term view of what makes Camden work and where improvements are needed. Professionally, my work centers on accountability and oversight, making sure decisions are supported by facts and sound processes, and that taxpayer dollars are used responsibly.

Serving on the Select Board for the past three years has strengthened my understanding of how the town operates, from budgeting to department management. At times, I’ve been in the minority on difficult issues, but good governance requires asking questions, encouraging open discussion, and helping the public understand decisions.

My Army experience also shaped how I lead: Be prepared, stay professional under pressure, and have the courage to ask hard questions while remaining fair and objective.

What are the three most pressing issues facing Camden today, and how would you like to see them resolved?

Camden is facing three key challenges: restoring trust, maintaining fiscal discipline while addressing infrastructure, and protecting public safety.

1) Restoring trust
Residents have raised concerns about transparency and communication. We need to make decisions based on facts and open discussion, communicate the “why,” strengthen committees and citizen involvement, and review the Town Charter, including whether there is support for more in‑person participation.

2) Fiscal discipline and infrastructure
We must balance investment in roads, dams, and services with responsible budgeting. That means prioritizing health, safety, and core services, planning long‑term to avoid surprises, and aligning spending with clear priorities.

3) Supporting local public safety
I strongly support maintaining a local police department with its own Chief. Local leadership ensures accountability and community connection. We should continue investing in police, fire, and EMS while respecting their distinct roles.

In short: rebuild trust, manage finances responsibly, and protect essential services.

 

What are Camden’s strengths?

Camden’s strength is its rare combination of mountains, lakes, and ocean in one small community. That natural setting, along with the harbor, Snow Bowl, and parks, makes this a special place to live year‑round.

We also have a strong school system, a vibrant downtown, and cultural assets like the Opera House that support a year‑round economy and quality of life.

Just as important are the people. Camden has an engaged, generous community that consistently supports local initiatives. At the same time, residents are clear that these strengths require careful management, especially around growth, affordability, and preserving character.

 

Do you have a vision for Camden’s future?

My vision is to build on Camden’s strengths while restoring trust and balance.

At its best, Camden is a town where people feel heard and respected, even when we disagree. We can strengthen that through better transparency, clearer communication, and consistent engagement.

That means reducing divisiveness through respectful, fact‑based leadership; supporting public safety and our welcoming character; and staying focused on long‑term priorities like housing, infrastructure, and fiscal stability.

The goal is straightforward: protect what makes Camden special while planning thoughtfully for the future.

 

The Maine Municipal Association lists best practices for newly elected officers. Do you have any additional thoughts on what defines a highly functioning Select Board and how you will foster that?

A highly functioning Select Board starts with respect, professionalism, and listening — listening to residents, staff, and each other, and keeping meetings focused, civil, and productive.

Clear roles matter, too. The Select Board sets policy and direction, and the Town Manager handles day‑to‑day operations. Staying in those lanes builds trust and effectiveness.

Strong boards don’t rely on personalities. They rely on good systems: clear agendas, consistent procedures, transparent decision‑making, and regular financial and operational oversight. Members should feel free to speak their minds, and once decisions are made, the board should move forward in a unified way.

My focus is simple: keep the board disciplined, improve communication and transparency, prioritize long‑term planning over short‑term reaction, and ensure decisions reflect the broader interests of Camden.

 

How do you see Camden positioned in the larger regional Midcoast economy?

Camden is the “Jewel” of the Midcoast—anchoring tourism while supporting the broader regional economy.

We have a strong service economy and a growing remote workforce. Supporting both helps maintain a stable year‑round economy without changing the town’s character. Regionally, we benefit from balance—neighboring towns support industry and trades, while Camden focuses on quality of place and professional services.

Our biggest challenge is demographic—retaining younger families. Workforce housing and year‑round opportunities will be key to long‑term sustainability.

 

Do you advocate for collaborating with other municipalities to share costs and expertise? If so, how?

Yes—when it benefits Camden without sacrificing local control.

We already collaborate through mutual aid, solid waste, and ambulance services. We should continue targeted partnerships—shared training, equipment, and services—when they improve outcomes or reduce costs.

At the same time, I do not support regionalizing our police department if it weakens accountability or community presence. Public safety works best when it reflects Camden’s needs and maintains local leadership.

The key is balance: collaborate where it adds value, protect what works locally.

 

Is Camden doing enough to encourage housing capacity for all income levels?

Camden, like many desirable communities, faces real housing challenges.

We’ve taken steps, including updated ordinances and short‑term rental regulation. I recognize there are different views, and we should continue to listen and adjust where needed.

Housing is also a regional issue, and we should work with neighboring communities while supporting local jobs. The focus should remain practical: responsible growth, compliance with state law in our ordinances, keep long-term home ownership affordable by managing real estate tax increases, and ensuring Camden remains livable for all stages of life. We cannot control property prices, but we have some control over our real estate taxes.

 

Should Camden pursue integrating its police and fire departments into a municipal Public Safety Department?

I support maintaining a local Police Department with its own Chief.

Police and fire have different missions—law enforcement versus emergency response—and require specialized leadership. While some communities combine services, results are mixed and depend heavily on local conditions.

We should maintain independent leadership (especially for police), improve coordination between departments, and look for targeted efficiencies where appropriate (shared facilities, training, or support functions). Preserving strong, specialized departments remains the best path forward for Camden.

 

In discussions about key issues, it is not uncommon to hear a wish for how the town used to be. Is there a component of “old Camden” that you think should and could be brought back, or have more of?

Many qualities of “old Camden” still exist—our harbor, parks, downtown, and schools.

What people often miss is a stronger sense of accessibility, connection, and being listened to. Rising costs—housing, services, increased taxes, and parking—affect that. That’s why I support revisiting policies like paid parking and improving communication so residents feel heard and respected.

The challenge is balancing growth with preservation. With thoughtful decisions and better listening, we can maintain what people value most while keeping Camden strong.

 

Does Camden have enough public waterfront access (lake and ocean)?

Camden is fortunate to have strong access to both lakes and the ocean.

We already have access points to the harbor, Megunticook Lake and River, Hosmer Pond, and extensive public land—including many acres of parks, the State Park, and the Snow Bowl. While much coastline is privately owned statewide, Camden offers exceptional access for a town its size.

The real priority is preserving and maintaining what we have—keeping access visible, usable, and protected—while improving it carefully over time.

 

Do you have preference for a committee(s) to which you’d like to serve as Select Board liaison?

My primary focus is the core work of the Select Board—strategy, budget oversight, and accountability.

That said, strong committees matter, and I understand concerns about reduced or informal committees, or how people are recruited and selected to server on a committee. If serving as liaison, I would prioritize Budget/Finance for disciplined oversight and a Personnel/HR committee if re‑established, to support structured, professional governance.

Committees should add value—bringing expertise, transparency, and resident voice without unnecessary bureaucracy. The selection, recruiting, and appointing  process should be open, well-defined and  fosters overall transparency and diverse community opinions.

 

Where is your favorite place in Camden?

It’s hard to pick one, because Camden offers so many places where the mountains and water come together.

Some of my favorite moments are simple—coming into the harbor by boat, riding along Megunticook Lake, or taking in the views from Mount Battie or Mount Megunticook. I also enjoy everyday places—lunch on the Village Green by the Veterans’ Memorial, time at the town landing, or simply appreciating where we live.

That combination of natural beauty and community is what makes Camden special—and worth protecting.