Focus on a practical “broken windows” approach downtown: restore and extend lighting from Buck St to Sixth St, re-establish flower baskets/beautification via nonprofit partners, tighten cleanliness and code enforcement, and ensure visible law-enforcement presence during peak events like Third Fridays. Use a mix of on-duty coverage, overtime, SLEO class officers, and cooperative details with the County Sheriff to make the district feel safe and welcoming.

Knock on every merchant’s door and convene a monthly business group with city admin and a commissioner to surface needs, coordinate themes, and align requests (police, cleanup, permitting) so Third Fridays and other events run smoothly.

Encourage Chambers of Commerce, nonprofits, and church halls to host structured, accessible forums. Four Seasons’ two-night model is cited as a template. Proposes a Nonprofit Council that meets monthly to share calendars and avoid overlap, helping citizens find neutral, centralized, professional election coverage without the city crossing legal lines.

Update the 2011–13 plan linking the river, lakes, NJ Motorsports Park, Airport Museum, Wheaton Arts, and the Arts District into a coherent weekend itinerary. Leverage Levoy Theatre audience data for targeted outreach. Emphasize cleanliness, lighting, and safety as prerequisites; explore a land bank with the city, CCIA, EDA, and BAC to accelerate reuse of strategic properties.

Target a sustainable 45–55% share of the budget for public safety (Millville currently ~41.7%) to support training and staffing. Coordinate MPD with the Sheriff, Prosecutor, State Police, and neighboring cities for organized efforts. Form a working group spanning mental health, recovery programs (CRP), and faith partners to address root causes.

Reinstate regular cross-department meetings and shared maintenance checklists (e.g., hydrant checks, line flushing, engineering–fire coordination) to surface issues early and resolve disagreements internally before they affect residents.

Acknowledges Millville’s rare Walsh Act structure (fewer than 10 towns statewide). Argues system type matters less than leadership attitude and communication. Supports public education before any referendum so residents understand each model. Stresses weekly department-head meetings and a cooperative tone—“attitude reflects leadership.”

To prevent infighting, Derella urges commissioners to rely on professional staff—the administrator, solicitor, engineering, planning, and economic development offices—to present verified facts that guide policy. Notes that “you can’t argue with a fact.” Encourages structured communication within Sunshine Law limits, ensuring all commissioners share a common factual base before debates escalate.

Acknowledges state-level limits on enforcement but pushes local solutions now: relight corridors and add cameras (tie-ins with façade grants), expand cross-jurisdictional operations, and convene a mental-health/CRP/faith committee. Monitor Cape May County’s emerging model for applicable practices and funding structures.

While ongoing litigation limits specifics, the remedy is process: weekly dept-head meetings, shared annual/rotating checklists for hydrants and water infrastructure, and Fire–Engineering coordination to prevent failures. Commitment to resolve disputes internally and present unified solutions.

Recognizes public frustration with politics and the decline of local media. Solution: pull together existing community venues (Chambers, nonprofits, churches) and consistent scheduling to rebuild a straightforward, dependable flow of election information.

Frames government as a balance between rising costs and limited revenue tools: “If costs rise, a business raises prices; a city must raise taxes.” Notes Millville’s AA bond rating, under 1% debt service, and prudent surplus use ($5M in 2024, $7M in 2025). Highlights challenges ahead: 51% statewide health-benefit cost spike, potential property revaluation (current assessments ≈56%), and limited grant options. Supports exploring dispensary revenue (~$800K in Vineland) while maintaining fiscal discipline.

Part of the commission team that established and supported the Arts District, emphasizing that artists catalyzed a mindset shift on High Street. Backed beautification (e.g., hanging baskets via partners like Easterseals) and event-driven policing that helped Third Fridays grow into a regional draw.

Cites participation on teams behind projects such as the Culver Center, Levoy Theatre restoration, Buck Park, New Jersey Motorsports Park, and Union Lake Crossing. At the county level, highlights the Tech School upgrades, partnerships with Rowan University/School of Medicine, and the Veterans Cemetery pavilion.

Served as President of the South Jersey Freeholder/Commissioners Association and Vice President of the New Jersey Association of Counties (NJAC), building relationships across agencies that can accelerate grants, partnerships, and coordinated enforcement efforts.

As County Commissioner (Director of Administration & Public Safety), oversaw budgets and operations for critical services. Brings that experience to Millville with a plan to align resources toward the city’s target public-safety range (45–55%) while improving training and inter-agency coordination.

Historical practice under prior administrators included annual rotating infrastructure checklists (hydrants, line flushing, etc.). Derella champions restoring this discipline with weekly cross-department meetings to surface and resolve issues early.

At the county level, consistently included members of the opposite party on finance committees—even when not required— to ensure transparency and respect. Believes informed opposition is essential for legitimacy: “You still need to make sure they’re informed. You can’t block them out.”

Lists a long track record of completed projects: Culver Center, RRCA/Arts & Innovation, Glasstown Plaza, Riverview Complex, Buck Park, Levoy Theatre, Union Lake Crossing, New Jersey Motorsports Park, and chain restaurants like Texas Roadhouse, LongHorn, and Chili’s. At the county level: CC Tech School expansion, Rowan College of South Jersey partnership, Veterans Cemetery Pavilion, 911 Communication Upgrade, and the Cumberland County Positive Youth Coalition (reduced juvenile crime by 40%).

Highlights that decision-making must be based on facts available at the time, not hindsight. Avoids blaming predecessors and aims to share experience from decades of public service. Views retirement as a chance to mentor future leaders and “make Millville a little bit better.”

Emphasizes 28 years of public service and a collaborative style—“five commissioners rowing in the same direction”—as a contrast to ad-hoc promises. Prioritizes coordination (City–Chamber–RRCA–nonprofits) and repeatable processes over slogans.

Frames marketing as the last step after fundamentals: cleanliness, lighting, and safety. Proposes data-driven outreach using Levoy Theatre audience data and an updated (2011–13) destination plan rather than generic ad buys.

Anchors debate in norms for comparable cities (45–55% public-safety share) and ties it to concrete tactics—training, cross-agency operations, and environmental deterrence (lighting, cameras).

Millville native; Millville HS ’74; West Chester University ’78 (Health & Physical Education K–12, Athletic Training). 10 years teaching/coaching at Millville HS. 32 years with NovaCare managing 16 outpatient/physical therapy facilities across South Jersey. 5 years at Inspira (EMS/transport, occupational health, urgent care), overseeing 500+ employees. Retired in January 2024.

School Board: 4 years (1 year President). City Commissioner: 15 years (8 years Vice Mayor & Revenue/Finance). County Commissioner: 9 years (Director of Administration & Public Safety). Regional leadership as President, South Jersey Commissioners Association; Vice President, NJ Association of Counties.

Team-based leadership, regular inter-department coordination, and measurable follow-through. Uses long-standing state and regional contacts to align resources quickly and solve problems pragmatically.

Married for 38 years; two adult children (energy industry account manager; PhD researcher and lab supervisor at the University of Virginia).