CAMDEN — With the emergence of an intense community debate about the future of the Camden Police Department, the Select Board has added a March 3 meeting agenda item specifically to consider Town Manager Audra Caler's recommendation to begin the search for a new chief.

Caler is also recommending to maintain the current police service delivery model for the fiscal 2026-2027 year, to not place an alternative law enforcement model before voters at June Town Meeting, and, "continue a structured, transparent, and public discussion regarding future police service delivery options outside the pressure of the FY27 budget cycle," according to a memo she submitted March 2, with the agenda adjustment.

The goal in searching for a new chief to fill the seat vacated Feb. 19 by former Police Chief Randy Gagne, is intended to, "provide stable leadership for the department, support staff, and ensure continuity of operations while the broader policy discussion proceeds.

"Beginning a police chief search does not preclude future consideration of alternative service delivery models," wrote Caler. "Rather, it ensures that the town maintains strong leadership, accountability, and operational stability during a period of necessary reflection and public discussion."

At its Feb. 17 regularly scheduled meeting, the Select Board voted 3 to 2 to appoint Knox County Sheriff Patrick Polky as interim police chief in Camden, while he continues his duties as Knox County Sheriff. 

The interim agreement, with its shelf life of June 25, followed Gagne's departure, a move that created, "a natural transition point for the town," wrote Town Manager Audra Caler, in a memo to the Camden Select Board, in mid-February. "This moment provides an opportunity to step back from an immediate permanent appointment and instead take a deliberate approach to evaluating leadership structure, community needs, service delivery, and longterm options for law enforcement in Camden."

The goal was to, "provide temporary leadership and management capacity while the Town of Camden undertakes a broader evaluation of its law enforcement structure."

There is no cost to the town for the interim services provided by the Sheriff's Office.

Caler had also proposed an alternative police department model in the town's 2026-2027 budget, which she outlined in broad strokes to the Budget Committee at its first meeting Feb. 26.

The $13.5 million municipal budget, as presented to the Committee had decreased, from the current $15.9 million budget of 2025-2026, with the largest drop attributed to a proposed personnel decrease in the Camden Police Department, and to regionalize the police department with the Sheriff's Office.

But the Budget Committee had not yet begun its review of the entire municipal budget, and while it acknowledged the importance of a community conversation about police department leadership and its effect on the budget, the committee agreed that it would not address that particular department proposal until the Select Board held its first public meeting specifically about the police department's future.

At that meeting, Caler cited community feedback to the town office concerning cost increases, and the opportunity to explore creative regional models to reduce those costs following Gagne's departure.

It "presented an opportunity to have a community discussion," about what the town's most important values are, she said.

"Is it reducing the tax burden and working in collaboration with folks across the region, or local control and identity in having our own police department," said Caler.

"There is no wrong answer," she continued. "What is is most important to Camden in terms of how police services are delivered?"

"This year is a good year to have that conversation," said Caler.

Since Feb. 26, however, vocal opposition to the town's police department changes grew, and on March 2, Caler slowed the process of introducing an alternate law enforcement model in the proposed budget.

Her memo to the Select Board follows:

"This memo is intended to outline the current structure and costs of Camden’s police services, summarize alternative service delivery models that have been raised during the FY27 budget process, and provide recommendations regarding next steps. While both a fully local police department model and a County- based service model were intentionally presented during the FY27 budget discussion, I am recommending that no change in police service delivery be advanced to voters this year and that the Town maintain the current model for FY27 (Department Head's budget), while continuing this important conversation in a more deliberate manner.

"I am also recommending that the Town begin a search for a police chief to provide stability and leadership during this period.

"Context and Timing

"In presenting the FY27 budget, I intentionally included both a fully local police department model and a potential County-based service model so that the Budget Committee, the Select Board and the public could understand an option available to the town. As discussion has progressed, it has become clear that evaluating a fundamental change in how law enforcement services are delivered, while simultaneously navigating the broader FY27 budget, represents too much change in too short a period for the community to meaningfully absorb and discuss prior to the June Town Meeting.

"The question of how Camden delivers police services is important, but it deserves focused attention, robust public engagement, and sufficient time. It is also a necessary conversation given the existence of the town's financial contribution to Knox County, and ultimately the Sheriff's Office. Embedding that decision within a single budget cycle risks oversimplifying a complex policy choice and forcing conclusions before the community is ready to reach them.

"For that reason, I believe removing the pressure of an FY27 budget decision is the best path forward.

"Current Police Service Model

"The Camden Police Department currently provides 24/7 coverage through a fully local service model. Patrol services are delivered by five patrol officers working rotating schedules of four 10-hour shifts. Night operations are supervised by two patrol sergeants, while daytime operations are overseen by three,including a detective sergeant and a lieutenant. This structure provides continuous patrol coverage, supervision, investigations, and community policing services.

"As is common in small departments, maintaining round-the-clock coverage, supervision, and specialized functions with a very small patrol force results in supervisory and administrative roles representing a relatively large share of total staffing. While this structure ensures accountability and oversight, it also contributes to higher per-officer and per-capita costs than would be seen in larger or regionalized agencies.

"Option One: Retain a Fully Local Police Department

"Retaining a fully local police department provides direct local control, a department embedded within town government, and a strong sense of local identity and accountability. These qualities have been highly valued by many residents.

"The financial implications are well defined. The proposed FY27 Police Department operating budget is $1,834,300, exclusive of capital costs. In addition, the town incurs approximately $40,000 annually in workers’ compensation and general liability insurance costs tied to police operations. Capital obligations for FY27 include $31,000 for a body camera system, as well as replacement of patrol cruisers at an estimated cost of $60,000 per vehicle on a bi-annual cycle.

"There are also facility implications. The Public Safety Building currently houses both the Police Department and the expanded Fire and EMS Department, including a stationed and response-ready ambulance. To continue this arrangement, the building requires renovations estimated to cost at least $1.2 million, which is a necessary capital expense to maintain a fully local police department.

"Option Two: Contract with Knox County for Dedicated Law Enforcement Services

"Under a County-based service model, Camden would contract with Knox County for six dedicated patrol deputies assigned specifically to the town. These deputies would provide the same level of patrol coverage, emergency response, and community policing currently delivered by Camden Police Department patrol officers.

"The primary efficiency of this model comes from scale. Supervision, administration, and specialty services, including investigative and detective functions, would be provided through the Sheriff’s Department’s existing command structure. This would allow Camden to receive full-service policing without independently maintaining a supervisory and administrative framework sized for a much larger department.

"As of FY26, Camden’s total assessment to Knox County is approximately $2.4 million, with roughly $1.8 million supporting the Sheriff’s Department. At present, many of the services funded through this assessment are not directly utilized by the town. A dedicated services agreement could better align Camden’s existing County contribution with actual service delivery, while reducing duplication of administration, insurance exposure, and fleet replacement obligations. It also eliminates the need for the inevitable major Public Safety Building renovation.

"Recruitment and Regional Pressures

"There is currently a national shortage of law enforcement officers and significant competition among Knox County agencies, including Camden, Rockport, Rockland, Thomaston, and the Knox County Sheriff’s Department. All agencies are recruiting from the same limited labor pool, placing sustained upward pressure on wages and benefits and increasing costs to property taxpayers.

"Absent formal cooperation or consolidation, this competition is likely to continue regardless of Camden’s chosen service model.

"Risks and Considerations

"Regional service models are not without risk. Knox County’s experience with the Regional Communications Center highlights the importance of strong governance, clear accountability, and sustained oversight.

"In addition, Knox County is currently experiencing challenges in adopting a budget, creating a period of fiscal uncertainty and operational instability. While this situation may be temporary, it underscores the importance of ensuring that any future service agreement is entered into from a position of strength, with clearly defined expectations, enforceable performance standards, and strong financial controls.

"These conditions would be essential prerequisites for Camden to responsibly consider a County-based service model.

"Recommendations

"Based on the above, I recommend the following:

"Maintain the current police service delivery model for FY27, and do not place a change in service delivery before voters at the June Town Meeting.

"Continue a structured, transparent, and public discussion regarding future police service delivery options outside the pressure of the FY27 budget cycle.

"Initiate a search for a police chief to provide stable leadership for the department, support staff, and ensure continuity of operations while the broader policy discussion proceeds.

"Beginning a police chief search does not preclude future consideration of alternative service delivery models. Rather, it ensures that the town maintains strong leadership, accountability, and operational stability during a period of necessary reflection and public discussion.

"Closing

"The question before the Select Board is not simply how Camden pays for policing, but how the town wants to govern and deliver essential services over the long term. This is a decision that should be made deliberately, grounded in facts and values, and informed by meaningful public engagement. Maintaining the status quo for FY27 while continuing this discussion provides the best opportunity to do so responsibly."