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Mayor outlines plan for Fire and Police training facility at old public‑works site; council presses for staffing data and budget detail
Summary
City leadership introduced a concept to convert the former public works campus into an Erlanger Fire and Police Training Facility aimed at improving recruitment, retention and in‑city tactical training; council members and firefighters urged more employee input and clearer cost estimates before budget decisions.
Mayor (name not specified) formally introduced a concept to develop an Erlanger Fire and Police Training Facility at the city’s old public works campus and described potential benefits to recruitment, training and interagency collaboration.
The mayor said the property’s existing buildings and outdoor areas are well suited to indoor and year‑round training and that the site could host live‑fire props, room‑clearing scenarios and confined‑space exercises. "This facility would enhance recruitment and retention, improve training quality, increase collaboration with regional partners," the mayor said, describing expected benefits for both the fire and police departments and for mutual‑aid partners.
Preliminary funding plans presented to council were described as not final. The mayor said the police chief had identified an initial $10,000 request in the upcoming fiscal year for basic training equipment and furnishings and that the fire leadership was pursuing a possible $100,000 grant that would require a city match. The council was told that the grant (source not finalized) could cover a significant portion of up‑front equipment costs, but exact figures and matching percentages remain under development.
Council members and off‑duty firefighters in attendance raised staffing and process concerns. Councilwoman Renee Wilson told the mayor that firefighters "just want to be heard and they want someone to listen," and urged the council to consider operational changes such as alternative shift schedules (for example, a 24/72 schedule) and to bring direct employee feedback into budget deliberations. A former employee who spoke during the meeting said the chief reason many workers historically stayed was a "sense of community," and urged the city to solicit confidential employee feedback before contracting outside consultants.
The mayor and other city leaders said the city has previously adjusted department staffing levels (noting increases from eight to nine and then ten members per shift over recent years) and has moved some command responsibilities to create promotion opportunities. The mayor said the city plans to include a staffing and benefits review in the next budget cycle and is considering hiring an outside consultant to benchmark pay, benefits and service‑level targets against neighboring jurisdictions.
Council members asked for data on recruitment and retention and for a clear accounting of projected one‑time versus ongoing costs before any budget commitment. One council member requested existing analyses on the cost of alternative schedules (an earlier estimate from 2019 was cited informally in the discussion as about $2,000,000 per year, but council asked staff to provide updated numbers). The mayor said more detailed budget figures and grant information will be presented during the formal budget process.
No formal vote was taken on the facility proposal. Council members signaled interest but asked that the administration provide precise cost estimates, grant documentation, and employee input during the upcoming budget review.
