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Wildwood committee asks staff to model police contract at 35% of general fund as rising costs loom
Summary
Committee members heard that contracted policing now consumes about 41% of general‑fund revenue and asked staff to model what policing would look like if the city capped its share near 35% (roughly $2.2M), citing risks from expected multi‑year increases and reliance on Prop P sales‑tax funds.
Committee members at Wildwood's Administration & Public Works Committee on March 11 pressed city staff for options to rein in rising police‑contract costs, after staff showed the city now allocates just over 41% of its general‑fund revenue to contracted police services.
Tom (city staff) told the committee that under a scenario of 5% annual contract increases the police share of the general fund could approach 50% within several years, squeezing other services. "Right now ... if revenue stays relatively consistent and then you also have an increase of 5% year over year in the next 5 years, it'll get up to 53.3%," Tom said.
Why it matters: policing is already one of the city's largest line items; staff noted about half of police funding currently comes from "Prop P" sales‑tax money, which is intended for capital spending and could be vulnerable to future revenue shifts. Council members said they want clear options rather than surprise increases.
What the committee asked for: the committee voted to direct city staff to prepare an analysis showing what the county‑provided police service would look like at a reduced city share — roughly 35% of the general fund, which staff estimated equates to around $2.2 million in city money. The motion, made by Council Member Vanek and seconded by Marshall, passed by voice vote.
Council members framed the request as a negotiating and planning tool. One member said the city could present a firm affordability target to the county and ask the county to show service levels that fit that price. Staff said the requested analysis should include service‑level tradeoffs (officer counts, beats, guaranteed response expectations) and how reductions would be phased.
Next steps: staff will return with scenario modeling and options for how a lower city budget could affect patrol beats, response times and specialized assets. The contract runs through 2031, but committee members emphasized annual budget realities and the need to decide whether to cap or reduce the city's share going forward.
Ending: The committee did not change the contract at the meeting; it simply directed staff to present cost‑service scenarios for committee review before any action by the full council.
