Nathan Young
THREE-YEAR TERM, BAR HARBOR TOWN COUNCIL
I was born in Bar Harbor, raised in Seal Harbor and I’m a proud graduate of MDI High School. I enlisted in the Air Force before dedicating 29 years to our town, including serving as your police chief from 1991 to 2013. For nearly three decades, I had an on-the-ground view of Bar Harbor’s changes — its growth, its challenges, and its tipping points. I see this election as giving me a chance to work at returning our town government to fiscal responsibility, restoring the balance between our business and residential community, and steering Bar Harbor toward a sustainable future.
THE QUESTIONS
Why are you running?
Bar Harbor has lost its commitment to fiscal responsibility. In a time of unprecedented inflation, the town council approved daunting new expenses — for additional personnel, extra vehicles to our fleet, and over $500,000 to non-governmental entities. These moves run counter to responsible governance and have driven our budget over the top, undermining the affordability we claim to prioritize. As Police Chief, I worked on budgets for decades, giving me an understanding of how they work and how they can be improved. I’m running for council to help achieve a budget that will respond to what we really need in a way that’s most cost-effective.
There are a lot of issues currently that people talk about in Bar Harbor. But, if you had one local issue that matters to you more than any other, what would it be and why?
Restoring the balance.
For years our business and residential communities have drifted apart, fueled by growth and concessions—redefined height limits, zero setbacks, waived sewer fees, and relaxed parking rules—that spurred business success but left long-term residents feeling displaced, as evidenced by 35+ years of pushback. The recent moratorium and formation of a tourism task force offer a path to restore balance.
My priorities include:
- Thoughtful Development: Developers will do what they do—it’s on us to control and regulate. By defining where growth can and can’t happen, we can avoid conflicts and unintended consequences. My experience allows me to anticipate pitfalls and advocate for consistent rules we can enforce.
- Prioritize Housing: Housing is priority one, but our geography and high property values—third highest in Maine, second in Hancock County—pose challenges. We must pursue solutions that respect our limits.
- Engage the Community: The tourism task force is a step forward. I’ll ensure it addresses all forms of lodging in a way that works to rebuild trust between businesses and residents.
At the same time, we need to recognize the value of our business community and the many contributions they make to organizations within this town, besides the huge amount of sales and lodging tax that goes to the State of Maine.
What is something you love about Bar Harbor that people might not notice enough?
It’s not hard to love the natural beauty surrounding us. There are so many places in and around town offering both serenity and grounding. I’ve always found it fascinating that we get to live in a place that’s a dream destination for so many.
What skills do you bring to the table that you think only you can bring?
With 29 years of experience in public safety in Bar Harbor, 22 years as police chief, I’m highly versed in situational awareness, proactive problem-solving, and community-focused leadership. My ability to anticipate challenges, offer actionable insights, and drive impactful change has been honed through diverse responsibilities that include:
Policy Development and Advocacy: I strengthened the special amusement permit ordinance by advocating for a mandatory enforcement clause, shifting from discretionary to definitive action against violations. I co-developed the disorderly housing ordinance, empowering authorities to address recurring issues at problem locations with enforceable consequences.
Strategic Community Engagement: We transformed Bar Harbor’s approach to unruly behavior by collaborating with judicial leaders to establish accountability. This shift in mindset led to successful prosecutions, fostering the safer, more civilized community environment we enjoy today
Traffic and Infrastructure Expertise: With deep knowledge of traffic patterns and their community impact, partly gained through chairing the Parking and Traffic Committee, I delivered data-based presentations to boards and committees leading to informed decision-making. My participation in the now disbanded cruise ship committee along with my on-the-ground work experience gives me both a critical insight and motivation to see this long-standing controversy brought to a successful end benefitting the entire town, not just the deep pockets invested in it.
Grant Writing and Resource Acquisition: I secured funding for critical infrastructure, including the port security building, harbormaster boat, fire department equipment (self-contained breathing apparatus, mass casualty trailer, and pickup truck), and upgraded communications systems. I obtained grants to hire three full-time officers with fully funded training and equipment, achieving the goal of a fully staffed department.
Collaborative Leadership and Communication: Built strong relationships with community members, gathering valuable feedback on local conditions. Participated in information-sharing through staff meetings and council discussions, ensuring cross-departmental alignment and informed decision-making on community issues.
Project Management and Implementation: Played an active role in addressing complex community challenges, from public safety to quality-of-life concerns, by delivering solutions that balanced stakeholder needs with long-term town goals.
My extensive experience in public safety, policy development and community collaboration equips me to bring strategic insight, actionable solutions, and a commitment to enhancing community well-being to any team.
What is your stance on short-term rentals, specifically now that VR2s are capped and decreasing while VR1s are on the rise? Do you have general thoughts about any potential ways to increase affordable housing in the area?
Vacation rentals are a legitimate lodging option and have a place in our town. However, their rapid growth — 50 new VR1 rental licenses issued in 2024 — has contributed to the over-commercialization of our community. To address this, the town should halt the issuance of new vacation rental licenses. Existing licenses should be consolidated into a single "vacation rental" category, with ordinances amended to allow transferability as long as the license remains active. If a license expires, the property should lose its vacation rental status. This framework eliminates confusion over categories, reduces potential abuses, and, most importantly, protects property owners’ rights moving forward.
Additionally, the Town Council’s moratorium on hotels was a step in the right direction but fell short. It should have included all forms of visitor lodging until we can better understand the town’s long-term direction and avoid the reactive, patchwork policymaking that led to our current challenges. The formation of a tourism task force provides a valuable mechanism to comprehensively evaluate the impacts of visitation and related issues facing our town.
The issue of affordable housing on MDI, while intensified by the surge in vacation rentals, cannot be solved simply by returning properties to the market as many of those homes are likely out of the reach of the individuals trying to enter the housing market. Having grown up here, I was often told that living on MDI would be out of reach due to its high costs. Thankfully, local leaders have now recognized this as a regional crisis and are taking meaningful steps to address the workforce housing shortage, particularly for essential trades that keep our community running. I’m eager to contribute to an action-oriented process that prioritizes solutions without straining our most critical infrastructure—our fragile ecosystem. Over saturation is not the answer; sustainable, collaborative efforts are.
With the hospital’s recent announcement of its closure of its maternity wing, what are your thoughts about healthcare and any links to the town’s role (if any) in ensuring that services continue?
This resonates with me particularly because my grandson (born in 2023) represents the fourth generation of my family to be born at MDI hospital. What made it even more powerful was my daughter describing the wonderful experience she had, which she attributed to the outstanding staff at MDI Hospital. My hope is that some outside-the-box solution—which would likely come only after much greater transparency about the factors underlying the recent decision—might allow vital services to remain on MDI.
Do you think Bar Harbor is a thriving community? How would you define that?
Bar Harbor has immense potential to be a vibrant, thriving community. But persistent factors like housing shortages, economic disparity, and social divisions hinder its progress. These get more entrenched every year as long as nothing is done. To truly flourish, we need to set aside rigid stances so as to achieve genuine dialogue. Only by coming together with a shared commitment to change moving forward can Bar Harbor address its ongoing problems and build toward a more inclusive, resilient future.
This year the town stands to give almost $500,000 to two nonprofit entities (the Jesup and the YMCA). Do you agree with the current application process for nonprofits? If not, what would you change? Is there anything you would change about the budget process itself?
For many years, the town has maintained a tradition of funding cooperating agencies through a rigorous screening process with strict limitations. Recently, the library and the YMCA have been reclassified under a separate "recreation" cost center. This year’s budget allocates over $490,000 to these two entities alone, with another $100,000 designated for the regular "cooperating agencies budget." As previously noted, increasing funding for entities not directly tied to essential government operations is irresponsible during a time of rising expenses. This approach fails to consider affordability for residents already facing tight budgets and undermines the goal of fiscal responsibility we’re trying to achieve.
Bar Harbor’s been recently talking about solid waste issues. Do you have thoughts about changes to that?
I recognize the urgent need to address our town's waste stream, and the associated cost—particularly given the collapse of a viable recycling program, which has led to increased waste tonnage. To move forward, we must carefully weigh the benefits and drawbacks of a pay-as-you-throw program. Any decision must be informed by detailed data and thoughtful discussion to determine the real sources of our waste management dilemma. At this stage, I’m not prepared to either support or oppose the program without clear evidence to guide our decision-making.
How would you try to create more trust and transparency between people and the town?
As town councilor, I would try to appoint individuals with diverse perspectives on our boards and committees. These advisory groups play a critical role in shaping policy, and different viewpoints can encourage candid discussion before proposals reach the council. Our town is rich in talent, yet many hesitate to participate, feeling their voices aren’t valued. I understand these concerns and will work to foster an inclusive environment where all opinions are respected and considered.