Service Delivery

Progress on Service Delivery
Date: Jan 1, 0001

Key Focus Area:
Service Delivery 35% progress

Budgeted Spending: $72,000,000 | Actual Spending: $0
Lead: Jake Mayhew
Service delivery at South Metro is a forward-thinking process that leverages industry-wide innovation and data to optimize every response. We are a customer-centered organization that remains open to new ideas and is not anchored by tradition, allowing us to adapt our resources to meet changing community needs, risks, regulations, and environmental factors. Through efficient growth and a willingness to embrace novel technologies, we ensure that our services remain the benchmark for excellence and intentional, outcome-based service.
Latest Comment: Sarah Lentz, 9/16: Note to team - brainstorm metrics; max 25

SMART Objective:
Evaluate alternative response models 50% progress

Lead: Jake Mayhew

Latest Comment: Maddie Shea, 8/27/2026: Decided to table single-cert
Action Step Deadline Status
Create a Response Committee 4/1/2026 Complete
Update operational standards and deployment plan 12/31/2026 In Progress
Research and evaluate ALS deployment model 12/31/2026 In Progress
Evaluate an EMS single certification program 1/1/2027 Complete
Explore alternative response vehicles, apparatus, and crews to minimize suppression response 12/31/2028 Not Yet Started
Explore best practices used by other agencies 12/31/2028 Not Yet Started

SMART Objective:
Explore deployment of blood products 63% progress

Lead: Jens Pietrzyk

Latest Comment: 9/16/26 JP -Grant of $50K secured and awaiting final contract signature. - Met with dispatch on drone delivery options - update to follow - collaborate with West Metro Fire for shared blood product delivery based on the go live date with closest unit.
Action Step Deadline Status
Explore drone delivery 9/30/2026 In Progress
Pursue grant funding 12/31/2026 In Progress
Investigate viability of expanded blood locations 12/31/2026 In Progress
EMS 14 for additional blood resource West Side 12/31/2026 Complete

SMART Objective:
Develop the Incident Support Team (IST) & Department Operations Center 38% progress

Leads: Mike Burke, Daniel Stutz

Latest Comment: None
Action Step Deadline Status
Establish the Incident Support Team 12/31/2026 In Progress
Start providing baseline training for Incident Support Team 6/1/2027 Not Yet Started
Evaluate the facilities to support the Department Operations Center 6/30/2027 In Progress
Establish the Department Operations Center 12/31/2027 In Progress

SMART Objective:
Update Agency Performance Benchmarks 21% progress

Lead: Scot Swindall

Latest Comment: None
Action Step Deadline Weight Status
Identify and engage key stakeholders 12/1/2026 Medium Not Yet Started
Review current benchmarks and standards 1/15/2027 Medium In Progress
Analyze historical performance data 1/15/2027 Medium In Progress
Integrate NERIS Incident Categories and Types 1/15/2027 High In Progress
Develop updated performance measures 3/15/2027 Medium Not Yet Started
Present recommendations to Executive Team 4/15/2027 Medium Not Yet Started
Present recommendations to the Board 5/15/2027 Medium Not Yet Started
Publish in Annual Compliance Report in 2027 7/15/2027 Medium Not Yet Started

SMART Objective:
Research the scalability of public health and community paramedicine 40% progress

Lead: Jens Pietrzyk

Latest Comment: 9/16/26 JP - Met with PH MGR and created a 1,3,5 year strategic plan. - explore the locations for a site visit.
Action Step Deadline Status
Hire a community paramedic 9/1/2026 Complete
Create a workforce plan 12/31/2026 In Progress
Present strategic 1, 3, and 5-year plan to Executive Team 12/31/2026 Not Yet Started
Explore best practices used by other agencies 6/30/2027 In Progress
Determine alternative public health response vehicles, apparatus, and crews to minimize suppression response 12/31/2028 Not Yet Started

SMART Objective:
Evaluate the opportunity for dispatch to establish better utilization of resources 50% progress

Lead: Mike Burke

Latest Comment: Sarah Lentz, 9/16/26: New Emergency Comms director will build out more action steps over next few months
Action Step Deadline Status
Hire Emergency Communication Center Director 9/30/2026 Complete
Investigate industry standards and impacts on NENA/APCO accreditation 12/31/2026 Not Yet Started

SMART Objective:
Maintain Accreditation with the Center For Public Safety Excellence - 2030 22% progress

Lead: Scot Swindall

Latest Comment: 09/16/2026 (Scot Swindall)- Discussed moving this SMART Objective to a different KFA. Per Chief Mayhew, wait to consult Chief Dell'Orfano.
Action Step Deadline Status
Annual Program Appraisals 12/31/2026 Operationalized
Annual Compliance Report 7/15/2027 Operationalized
Complete CPSE Peer Team Recommentations 7/18/2030 Not Yet Started
Self-Assessment Module 12/31/2030 Not Yet Started
Community Risk Assessment / Standard Of Cover (CRA-SOC) 3/15/2031 Not Yet Started
Strategic Plan 3/15/2031 Not Yet Started
Accreditation Document Upload 3/20/2031 Not Yet Started
Site Visit 4/15/2031 Not Yet Started
Commission Hearing 7/18/2031 Not Yet Started

SMART Objective:
Ensure land assets meet current and future district needs 50% progress

Lead: Mike Dell'Orfano

Latest Comment: None
Action Step Deadline Status
Secure land for Tanterra fire station 1/1/2026 Complete
Secure land for Ridgegate East 1/1/2026 Complete
Secure land for Sterling Ranch fire station 12/31/2026 In Progress
Secure land for The Canyons (station 36 relocation) 12/31/2026 In Progress
Evaluate Quartermaster 12/31/2026 In Progress
Secure land for training (TJTC alternative) 12/31/2026 In Progress
Evaluate Titan Rd 12/31/2027 Not Yet Started
Evaluate Buffaloberry 12/31/2027 Not Yet Started

SMART Objective:
Ensure sufficient facilities and capacity for fleet maintenance 50% progress

Budgeted Spending: $30,000,000 | Actual Spending: $0

Lead: Matt Weller

Latest Comment: None
Action Step Deadline Status
Evaluate current and future needs 1/1/2026 Complete
Explore partnership options 12/31/2026 Complete
Secure land and evaluate developer proposals 12/31/2026 In Progress
Design 6/1/2027 Not Yet Started
Construction 12/31/2028 Not Yet Started

SMART Objective:
Ensure sufficient facilities for training 21% progress

Budgeted Spending: $30,000,000 | Actual Spending: $0

Leads: Jake Mayhew, Matt Weller

Latest Comment: None
Action Step Deadline Status
Finalize plan for current fleet maintenance space 12/31/2026 In Progress
Explore options for TJTC 12/31/2026 In Progress
Explore alternative site locations or other goverment partners 12/31/2027 In Progress
Determine renovation versus liquidation of TJTC 12/31/2028 Not Yet Started
Design future JSF 12/31/2028 Not Yet Started
TJTC construction 12/31/2030 Not Yet Started
JSF construction (phases) 12/31/2030 Not Yet Started

SMART Objective:
Secure budget for new stations & apparatus to meet growth demands 25% progress

Lead: Matt Weller

Ensure that the 10 budget plan account for new stations and apparatus.

Latest Comment: Sarah Lentz, 9/16/26: Point to consider in December - How do we develop criteria for establishing new uses at both new and existing facilities to accommodate innovation; consider adding new objective under innovation goal
Action Step Deadline Status
Work with strategic services to identify priority response gaps 7/31/2027 Not Yet Started
Determine metrics to open new stations 7/31/2027 Not Yet Started
Determine metrics to add new apparatus 7/31/2027 Not Yet Started
Ensure 10-year plan accounts for station and apparatus needs 12/31/2030 Operationalized

SMART Objective:
Maintain facilities to support district needs and operations 64% progress

Lead: Matt Weller

Latest Comment: None
Action Step Deadline Status
Conduct a needs assesment for the Mineral building 8/31/2026 Complete
Conduct emergency structural repairs at Station 41 9/30/2026 Complete
Renovate St. 23 bathrooms 10/31/2026 In Progress
Develop station replacement and major revonation schedule 8/31/2027 In Progress
Conduct a facilities condition assesment 12/31/2027 In Progress
Renovate Station 16 to meet operational needs 12/31/2027 In Progress
Renovate Mineral Building to meet current and future needs 12/31/2028 In Progress

SMART Objective:
Complete construction of the new Station 33 25% progress

Budgeted Spending: $12,000,000 | Actual Spending: $0

Lead: Matt Weller

Latest Comment: None
Action Step Deadline Status
Contract with design consultants 12/31/2026 In Progress
Contract with General Contractor 10/30/2027 Not Yet Started