DAS Outcomes

Department of Administrative Services

Department Leadership:

Kimberly Hood, Executive Director
Sal Petilos, Deputy Director

Mission Statement:

Deliver support services of the highest quality and best value to government agencies and the public.

Performance Reports

(Click report below; view to right)
  • Overview
  • Energy Efficiency
  • Administrative Rules -Utah State Bulletin Publication
  • Archives - Public Access to Digital Archives
  • DFCM - Capital Improvement Projects Completed
  • Finance - CAFR Certification
  • Fleet Operations - Cost Per Mile
  • Purchasing and General Services - Cost Avoidance
  • Risk Claim Processing
  • Expand all reports on one

More Department Performance:

Emerging Issues and Strategies for DAS
External Link Learn more at the DAS website


The Department of Administrative Services is composed of both appropriated and Internal Service Fund (ISF) agencies. The Department firmly believes that State provided support services should be cost effective. The Department's ISFs are run like private sector businesses. Demonstrating lower costs than published industry figures ensures the efficient use of taxpayer dollars.


Energy Efficiency

Data Source: DAS

Why this is important:

The Governor's Energy Efficiency Policy sets a goal of improving energy efficiency in the state by 20% by 2015. The state has put into operation energy efficiency projects in existing state buildings in its efforts to meet the Governor's energy efficiency goals. Measuring the expenses incurred against the benefits realized by the state in implementing energy efficiency projects is critical to meeting the Governor's energy efficiency goal.

What we're doing about it:

State government is investing $1.6 million in energy projects in existing state buildings. Over 15 years, the benefits equal $7.1 million from incentives and energy savings. The net present value of the benefits is $5.5 million with a discount rate of 3%. The internal rate of return is 41 percent.

However, efforts to meet the Governor's energy efficiency goal are not simply limited to implementing energy efficiency projects in existing state buildings. DAS and DFCM are also focusing on policies intended to change employee behavior and using high performance building standards for new construction projects in order to meet the Governor's 20% by 2015 goal.

Administrative Rules - Utah State Bulletin Publication

Data Source: DAS - Division of Administrative Rules


Enabling citizen participation in their own government by supporting agency rulemaking and ensuring compliance with the Utah Administrative Rulemaking Act.


Average number of days between the publication date and the actual posting of the Utah State Bulletin on the Internet.

Why this is important:

The timely publication of proposed administrative rules gives the public a meaningful opportunity to comment and provide feedback.  Timely publication is critical to state regulatory agencies because only administrative rules that go through the rulemaking process required by Utah Code Title 63G, Chapter 3, are enforceable.

Procedurally, agencies file administrative rules with the Division of Administrative Rules and the Division publishes those rules in the Utah State Bulletin.  Timely publication of rules affects state government’s ability to implement law, establish and enforce standards, meet legal deadlines, and maintain primacy in certain federally regulated programs.

What we are doing about it:

Timely publication of the Utah State Bulletin is the Division's first and foremost priority.  To insure the timely publication of administrative rules, the Division reprogrammed its filing and publication application, eRules, to further automate the rule filing and publication process.   Additionally, the Division has cross-trained staff to perform much of the publication function, and documented its internal processes. 


Archives - Public Access to Digital Archives

Data Source: DAS - Archives


To assist Utah government agencies in the efficient management of their records, to preserve those records of enduring value, and to provide quality access to public information.


Number of digital records accessed by the public.

Why this is important:

The Division of State Archives is the repository for official records of the state and its political subdivisions. The division holds these records in the public trust and is responsible for providing quality access to all public records in its custody. It is critical to the division that patrons have the opportunity to access public information in a manner that is most convenient for them.

What we're doing about it:

This measure is critical to assessing the State Archives’ efforts in fulfilling a key aspect of its mission – providing the public with convenient access to historical records.  The State Archives has been able to expand its Digital Archives and provide more online resources by leveraging partnerships with the Mountain West Digital Library, as well as, national and international genealogical organizations. 
Increases in the number of items that are available online, as well as, the number of views, are indicative of customer demand for convenient, quality access to historical records. This measure shows that the State Archives’ digitization project has been able to provide more patrons with the records that they need, and that the Digital Archives is becoming the core tool for researchers.  Public access of digital records in FY 2010 increased 69 percent over access in FY 2009.


DFCM - Capital Improvement Projects Under Budget

Data Source: DAS - Facilities and Construction Mgt


Provide professional services to assist state entities in meeting their facility needs for the benefit of the public.


Project Management Completion

Why this is important:

The Division of Facilities Construction & Management (DFCM) is responsible for managing capital improvement projects (repairs and upgrades to state-owned buildings) for all state agencies and institutions of higher education.  These projects range in size from $10,000 to $2.5 million.  

Each year, the Legislature authorizes funding for the highest priority repairs and upgrades to state-owned buildings ($50.7 million in FY 2011).  In many cases, these projects are so critical that operations and services provided by the agencies and institutions may be hampered or halted if the projects are not completed.  Consequently, it is vital that DFCM complete these projects or, at a minimum, have construction underway (under contract) within one year from the date funding becomes available.   

What we are doing about it:

In FY 2004 DFCM reorganized the Capital Improvement Team and implemented performance measures to improve the efficiency and effectiveness of the project delivery system.  DFCM's objective is to complete or have under construction 100% of the capital improvement projects funded by the Legislature each year.  Since the reorganization of the improvement team and the implementation of the performance measures, DFCM has achieved completion rates ranging from a low of 89% to a high of 98%.  Surveys of the agencies and institutions indicated overwhelming satisfaction with DFCM's improved performance in this area.


Finance - CAFR Certification


Annually receive unqualified audit opinion on the State's Comprehensive Annual Financial Report (CAFR) along with a Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA).


Providing fiscal leadership and quality financial systems, processes and information.

Measure:  Annually receive unqualified audit opinion on the State’s Comprehensive Annual Financial Report (CAFR) along with a Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA).

Why this is important:

The CAFR is the official financial statements of the State of Utah.  An unqualified audit opinion from the State Auditor indicates that the CAFR is presented fairly and in conformity with generally accepted accounting principles.  It is also a strong indicator that the accounting practices and systems within state government are sound and the financial information produced by the state is reliable.   

The Certificate of Achievement for Excellence in Financial Reporting is “the highest form of recognition in the area of governmental accounting and reporting” according to the GFOA.  To receive this award, a government must publish an easily readable and efficiently organized CAFR that satisfies both generally accepted accounting principles and applicable legal requirements.  The State of Utah has received a certificate for the past 22 years - the 4th longest record among the states.

What are we doing about it:

The Division continues to strive to annually receive both an unqualified audit opinion from the State Auditor and the Certificate of Achievement for Excellence in Financial Reporting because these help the state to maintain its “AAA” bond rating and its reputation as a well-managed state.  


Fleet Operations - Cost Per Mile

Data Source: DAS - Fleet Operations


Emphasizing customer service, we provide efficient, reliable, and cost-effective state vehicle management, centralized fleet network services and accountable property disposition.


Average cost per mile to state agencies for a fleet vehicle.

Why this is important:

The average cost per mile measure is a key indicator of effective fleet management.  Average cost per mile allows the Division to track cost trends, and is therefore crucial to meeting the Division’s responsibility of managing the state’s fleet at the lowest possible cost.

What we are doing about it:

The Division uses the cost per mile standard to monitor cost associated with the management and operation of the state fleet on a monthly basis.  It is the Division’s goal to maintain the fleet’s average cost per mile at a level significantly less than the IRS privately owned vehicle reimbursement rate. Fleet Operations simply divides total billing to state agencies by total miles to calculate average cost per mile.  The rate charged to an agency by Fleet Operations is intended to cover all the costs of the fleet vehicle including: deprecation, fuel, preventative maintenance, repair, and all overhead costs like vehicle insurance.

The Division of Fleet Operations makes all cost per mile information available to agency fleet contacts to monitor when a vehicle is outside of typical cost per mile ranges.  In addition, Fleet Operations staff is designated to evaluate monthly cost per mile averages by vehicle and will notify an agency if a cost per mile average over time extends beyond set standards.

Purchasing and Gerneral Services - Cost Avoidance

Data Source: DAS - Purchasing (*note that Purchasing has increased its cost-avoidance metric target from $2.5 mil/qtr to $4 mil/qtr)


To provide our customers best value goods and services


Cost Avoidance.

Why this is important:

The Division of Purchasing and General Services conducts procurements and negotiates contracts for the purchase of goods and services at reduced prices.  The Cost Avoidance measure quantifies the reductions in costs that public agencies are able to realize from all of the Division’s procurement-related activities as well as in-contract price reductions negotiated by the Division. The measure is indicative of the value that the Division is able to provide to public agencies.

What we are doing about it:

In FY 2008, the Division set a target of $4 million per quarter or annual  target of $16 million  in cost avoidance and savings opportunities.  As a result, the Division has increased the quarterly goal to $4 million per quarter or $16 million overall, for FY 2008.

Risk Claim Processing

Data Source: DAS - Risk Management


To protect State assets, to promote safety, and to control against property, liability and auto losses.


Percentage of claims processed according to seven day standard

Why this is important:

It is the Division’s goal to provide world class claims service to both its clients and claimants. The prompt handling of claims helps to control loss by allowing the Division to inspect the damage, conduct an investigation, complete scope of damage or repair estimates, notify both the client and the claimant  that the claim process is underway, and who is handling the case,  in a timely manner.

What we are doing about it:

The division has instituted an audit process whereby each file that is entered into its claims system is reviewed to determine whether certain conditions have been met within seven business days. 

An audit conducted by the Division’s independent auditor showed that 121 of 125 files met the standard.  According to the auditor, “Best practices require the administrator to promptly review new claims, assign for investigation and establish reserves. Risk Management requires claims to be reviewed, assigned and reserved within seven calendar days of receipt….Claims processing performance is evaluated as superior.”