As liaison to the Cumberland County Library Board, Commissioner Doug Albrecht has championed literacy as a cornerstone of community development. Under his leadership, the county completed its most significant library renovation in over four decades—transforming the facility into a modern, multi-purpose resource center. Albrecht sees the library not just as a place for books, but as a hub for lifelong learning, digital access, and family-friendly programming.

Renovations included moving the children’s section to a safer, lower level; upgrading security and layout for ease of use; expanding access to technology including laptops and digital media; and creating flexible spaces for teens, small-group activities, and adult education programs. The library now hosts hundreds of events each year—from GED prep and computer literacy to yoga and cultural programming—ensuring that residents of all ages have pathways to engagement and learning.

Albrecht also supports plans for a new accessible playground, Jake’s Park, located directly in front of the library. The park will feature outdoor story panels that tie into literacy-themed programming, encouraging families to interact with the library during playtime. Construction is expected to begin in late 2025.

In the longer term, Albrecht had pursued a grant-funded satellite library and visitor center in Maurice River Township to serve outlying communities with no school libraries and few public resources. While that grant was unexpectedly rescinded, he continues to advocate for the project, believing it could boost literacy and create a much-needed civic space in the southern part of the county. He remains committed to the idea that modern libraries can serve as community anchors—supporting education, workforce development, and civic engagement.

Commissioner Doug Albrecht acknowledges that Cumberland County has consistently ranked last among New Jersey’s 21 counties in terms of health outcomes. He says this has been a long-standing concern and one of the reasons he originally ran for office. While no sudden turnaround has occurred, Albrecht cites a slight shift—from 21st to 20th—in county health rankings during his early tenure as Freeholder Director as a sign that some forward movement may be possible when resources are applied wisely. He’s careful not to overstate this shift, describing it as a small sign that “maybe we did something right.”

Albrecht connects this potential progress to broader fiscal and staffing reforms, such as finalizing union contracts that had gone unresolved and improving conditions at the county jail. He argues that supporting public employees and retaining experienced staff—including in health and safety-related positions—can lead to more stable and effective service delivery.

He also emphasizes the importance of inter-municipal cooperation and emergency preparedness as part of overall public well-being. Examples include the Sheriff’s Office temporarily assisting local police departments and municipalities lending emergency vehicles in times of crisis. Albrecht sees this as evidence that county-level coordination contributes to resilience, which plays a role in public health and safety.

Commissioner Doug Albrecht frames Cumberland County’s consistently low ranking in income per household as a reflection of deeper structural challenges. Rather than treating income as an isolated statistic, he views it as the result of broader dysfunction—issues like inadequate staffing in county government, slow project management, and missed economic opportunities. He argues that these inefficiencies have made it harder to attract and retain businesses and residents, which in turn affects household income levels across the region.

Albrecht’s approach to improving income levels involves modernizing county operations and increasing overall capacity. He notes that prior to his tenure as Freeholder Director, the county was slow to execute even basic capital improvement projects, such as paving parking lots or completing building repairs. His administration pushed to complete these overdue tasks and bring on project management support, laying the groundwork for larger investments.

One area he emphasizes is retaining institutional knowledge by treating county employees better—particularly those in skilled or hard-to-replace roles. By settling multiple union contracts and improving morale, Albrecht believes the county is better positioned to serve the public efficiently and compete for outside funding.

He also points to efforts to bring in federal and state funding for infrastructure and development—such as the Middle Mile broadband project and public safety upgrades—as part of a longer-term strategy to make Cumberland County a more viable place for job growth. These steps, he argues, are beginning to show results: the county has reportedly gained $1 billion in ratables and lowered its tax rate by five cents, which he sees as a sign of growing fiscal health. In his view, raising household income requires strengthening the foundational services and systems that make economic development possible in the first place.

Throughout his interviews, Commissioner Doug Albrecht has consistently returned to the idea that Cumberland County’s core problems—low income per household, last-place health rankings, and sluggish infrastructure progress—stem in part from inefficiencies within local government. He cites outdated systems, delayed projects, and unresolved labor contracts as symptoms of a government that had lost momentum prior to his tenure.

During his time as Freeholder Director, Albrecht says he made it a priority to "unclog the pipes," finalizing 7 of 8 union contracts, addressing long-overdue capital improvements, and bringing in project management support to improve follow-through on basic infrastructure work. He believes these changes are necessary not only to fix obvious problems, but to regain public trust and demonstrate that the county is capable of handling larger initiatives responsibly.

He also frames staff retention and institutional memory as key to government efficiency. Instead of cutting costs through austerity, he supports offering fair wages and professional stability so that experienced public employees remain in their roles, reducing turnover and training delays.

Albrecht has also highlighted examples of inter-agency cooperation—such as the Sheriff’s Office supporting local police departments during coverage shortages and Bridgeton lending fire equipment to Millville—as models of how local government can operate more efficiently when it works as a unified team.

While not presented under a formal "government reform" agenda, Albrecht's approach emphasizes internal capacity-building, reduced bureaucratic drag, and improved coordination between departments and municipalities as core tools for restoring public confidence and delivering results.

This long-delayed Bridgeton culvert rebuild continues to highlight broader infrastructure and permitting issues in Cumberland County. Commissioner Doug Albrecht explained in a recent interview that although funding, planning, and contractor coordination are complete, the project remains stuck in limbo due to state and federal red tape. Specifically, seven separate permits are required—including from the Coast Guard and Historic Preservation—due to remnants of an old railroad in the area.

Albrecht sees this as a textbook example of bureaucratic inefficiency, where expert-approved plans can be delayed indefinitely by a single desk in Trenton or Washington. He recalled the culvert collapsing two years before Democrats took control of the board and emphasized that the County has done its part—only to be stalled by overlapping and often contradictory requirements from the New Jersey DEP and other agencies.

He also connected the issue to broader problems with state zoning and planning decisions, arguing that local governments often have little say in how infrastructure fits into community development. He described the DEP as operating more like a “hammer than a carrot,” issuing top-down mandates without local input or accountability.

Albrecht expressed optimism that Jack Ciattarelli’s proposed reforms to the DEP—shifting it toward a more responsive, rule-based agency—could directly help Cumberland County. If elected, Ciattarelli has stated he wants the DEP to act more like a regulatory body that reacts to real problems (like illegal dumping), rather than a policy-making authority that creates delays by constantly shifting requirements.

The **Middle Mile project** was originally designed to install a high-capacity fiber-optic backbone across Cumberland and Salem Counties, enabling local providers to build out last-mile internet to underserved rural areas. Commissioner Doug Albrecht continues to defend the initiative as a missed opportunity for Cumberland—not only to modernize broadband access but to **generate revenue** for the county by leasing fiber lines to private providers.

Albrecht clarified in a recent interview that Salem County has now taken the lead, after Cumberland’s Board declined to prioritize the project. Salem secured over $20 million in BEAD (Broadband Equity, Access, and Deployment) funding, and plans to extend last-mile service based on the assumption that the Middle Mile infrastructure will still move forward.

Albrecht disputes the narrative that the project would have been too costly. He explained that Cumberland’s original commitment was estimated at $3.2 million, a figure that could have been covered through a mix of in-kind contributions—such as public safety towers from the County’s 700 MHz system—and strategic budgeting. He also argued that early cost estimates were inflated, and the County could have broken even or profited over time through line-leasing agreements.

Despite limited support from his colleagues, Albrecht still sees Middle Mile broadband as a modern utility—essential for attracting data centers, remote work opportunities, and educational equity. Though disappointed that Cumberland stepped back, he remains hopeful that Salem’s leadership will eventually bring the project full circle and deliver benefits to the broader region.

Cumberland County’s long-troubled jail system has entered a new phase of transformation. Commissioner Doug Albrecht outlined how the county is now pursuing a regional partnership with Camden County after a failed attempt to create a joint facility with Salem and Gloucester. He framed the Camden deal as the most viable option currently on the table—one that would reduce travel and overtime costs, improve workforce conditions, and allow Cumberland to share long-term operational expenses with neighboring counties.

In the short term, Albrecht says the deal would let Cumberland transfer inmates to Camden without the logistical nightmare of midnight pickups in Hudson County, where many inmates are currently housed. In the long term, Camden is planning a multi-county complex where Cumberland would have a vote in key decisions and staffing roles for its officers. Albrecht stressed that his main concern is making sure Cumberland’s correctional staff and inmate needs are treated fairly under any future arrangement.

The failed Salem project left behind a controversial $16 million concrete slab and roughly $60 million in bonded funds. Albrecht explained that while the slab can’t support a jail, it may still serve as the foundation for a consolidated government building. This would bring scattered departments under one roof—improving efficiency, eliminating lease costs, and making better use of existing infrastructure like water, sewer, and HVAC systems already installed on site.

Albrecht emphasized that the bonded funds are not lost—they’re still collecting interest and could be redirected to meet urgent space and staffing needs in the county. He’s also advocated for practical renovations to the existing jail, including HVAC upgrades, door repairs, and general maintenance, to ensure safer working conditions while the long-term solution develops.

Albrecht has voiced support for expanding the county’s library system into underserved areas, particularly Maurice River Township. He explains that during his tenure, the county had plans to build a satellite library in the township—not just as a traditional library, but as a hybrid facility that would include restrooms and serve as a small tourism and community hub near the coastal region.

Albrecht says the proposed facility would have helped address both practical and educational gaps. The area lacks basic amenities for visitors, and nearby schools in Maurice River and Commercial Township reportedly have no school libraries. In his view, this project would have been a way to improve literacy rates and educational access while also encouraging civic engagement and small-scale economic development. He highlights that some local businesses had even begun purchasing or improving property in anticipation of the project’s impact.

While the plan had initial state support and a grant was awarded, Albrecht says the funding was unexpectedly pulled by the state a year early—despite what he believes was a realistic path to completion. He attributes part of the delay to time-consuming environmental reviews and other procedural hurdles but remains committed to revisiting the project when circumstances allow. He frames the library not just as a place for books, but as a potential community anchor, similar to the fire halls and township buildings that already serve as informal gathering spaces in rural parts of the county.

Albrecht has prioritized the Nabb Avenue Extension project as one of the most important long-term economic development efforts in Cumberland County. The goal is to create a direct connection between Route 55 and Route 49, unlocking access to the Millville Airport, industrial sites, farmland, and recreational areas on the western side of the Maurice River.

Albrecht says the project was originally proposed in a 2012 Millville planning report but languished until he revived it during his time as Freeholder Director. He worked with the City of Millville and a key private landowner to design a route through a single property, choosing negotiation over eminent domain. The property owner ultimately agreed, aided by infrastructure incentives like erosion control, water flow improvements, and an overpass to maintain farm access.

The proposed road includes a roundabout and would help facilitate increased industrial and recreational traffic throughout Millville, Fairfield Township, Commercial Township, and Port Elizabeth. Albrecht agreed with the description "a cornucopia of economic potential,” citing increased property values, job growth, and business expansion as expected outcomes.

He also notes that the City of Millville has supported the project by investing in its industrial park and securing a PILOT agreement (Payment in Lieu of Taxes) to attract new business, with additional expansion phases contingent on the road’s completion.

While the engineering and planning phases are complete, the project is currently stalled due to the loss of federal earmarks that had been proposed in both the House and Senate. Albrecht says these were pulled during budget reconciliation processes, setting the county back temporarily. However, he maintains that the county is committed to the project and will continue to push for completion as funds become available.

Doug Albrecht is the President and manager of Bob Albrecht Tire & Service, a family-owned business in Vineland, NJ. He holds a B.A. in Political Science and Economics from the University of Maryland and an M.B.A. from Rowan University. He grew up in Vineland and graduated from Vineland High School in 1982.

Albrecht served on Vineland City Council from 2008 to 2012, where he acted as liaison to the Municipal Electric Utility, Planning Board, and Urban Enterprise Zone. He also served as Director of the Vineland Downtown Improvement District and has participated in various volunteer roles across Cumberland County.

He was first elected to the Cumberland County Board of Commissioners in 2017 and is currently seeking his third term. In his role as Commissioner, Albrecht has emphasized fiscal conservatism, oversight of county operations, and solution-focused approaches to core challenges in health, literacy, and income levels.

Doug Albrecht currently serves as:

• Member of the County Finance Committee


• Liaison to the Cumberland County Library Board


• Liaison to the Cumberland County Board of Elections


• Member of the Bayshore Council


• Member of the Cumberland County Tourism Council


• Member of the Recreation Committee

As liaison to the Library Board, Albrecht oversaw the most extensive renovation of the Cumberland County Library in nearly 40 years. As liaison to the Board of Elections, he has publicly raised concerns about the state shifting implementation costs of election law changes onto county taxpayers. In his role on the Recreation Committee, he has supported plans to create a formal county parks system, centered around redeveloping the County Fairgrounds into a 170-acre recreational hub.

Albrecht is a member of Saint Anthony's Greek Orthodox Church and lives in Vineland with his wife, Sophia, and their son, Samuel. He continues to advocate for policies that balance economic growth with preserving the cultural and environmental assets of Cumberland County.