Track open bid opportunities, contracts, public meetings, and key contacts for Utah Department of Government Operations.
Active opportunities open for bidding
Posted
Oct 7, 2026
Oct 26, 2026
Demolition and renovation of areas in the basement, level 1, level 2, and level 3.
Posted
Sep 28, 2026
Oct 14, 2026
Seeking for perform code & special inspection services. Convergence hall will be a roughly 163,000 SF six story building that will consist of the following room typologies: office, maker space, retail, event, and housing.
Posted
Sep 24, 2026
Oct 21, 2026
Work includes construct a metal building to store a tow plow truck.
Key metrics and characteristics
City
The city where this buyer is located.
Taylorsville
County
The county where this buyer is located.
Salt Lake
Address
Physical address of this buyer.
4315 2700 W
Phone Number
Contact phone number for this buyer.
(801) 957-7171
Zip Code
Postal code for this buyer's location.
84129
Propensity to Spend
How likely this buyer is to spend on new technology based on operating budget trends.
AI Adoption Score
How likely this buyer is to adopt new AI technologies.
Startup Friendliness
How often this buyer champions startups and early adoption.
Latest Budget Year
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Operating Budget
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Includes fiscal year calendars, procurement complexity scores, and strategic insights.
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This document provides a comprehensive overview of various financial transactions for Department 063, detailing numerous Purchase Orders (POs) and Master Agreements (MAs). The POs, issued from late 2023 to early 2026, cover specific items and services with individual amounts. The MAs, with effective dates spanning from March 2023 to December 2030, outline longer-term contracts with diverse vendors for a range of services including media, water consultation, event planning, economic development initiatives, film commission activities, marketing, educational programs, and IT platforms. Each entry includes specific identifiers, descriptions, effective dates, and financial commitments.
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Board meetings and strategic plans from Utah Department of Government Operations
The Utah Department of Government Operations' strategic plan outlines its direction as a collaborative partner and trusted provider of support services, guided by values of service, engagement, accountability, and trust. The plan is structured around four strategic pillars: cultivating 100% responsibility and end-to-end ownership, fostering inclusive and proactive communication, embracing innovative technology to elevate service delivery, and operating as a unified center of excellence by consolidating functions and leveraging internal expertise. Key initiatives include establishing a culture of accountability, implementing transparent communication protocols, integrating AI responsibly, and streamlining operational functions to enhance service efficiency and consistency.
The strategic plan for the Utah Department of Government Operations is structured around four core pillars. It aims to cultivate a culture of complete accountability and end-to-end ownership, supported by clear roles, decentralized decision-making, and a 'fail forward' mindset, integrated with a unified data approach. The plan also prioritizes inclusive and proactive communication, shifting from decree-based directives to collaborative engagement with comprehensive plans and feedback mechanisms. Furthermore, it emphasizes embracing innovative technology, particularly artificial intelligence, to enhance service delivery, modernize systems, and foster an experimental environment. Lastly, the plan seeks to operate as a unified center of excellence by consolidating redundant functions, facilitating expertise exchange, streamlining multi-division services, and continuously supporting departmental financial consolidation.
Public-sector contacts connected to Utah Department of Government Operations.
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The committee meeting addressed several financial and operational topics, including the review of rate adjustments for Internal Service Fund (ISF) programs. Key discussions focused on cost modeling for rate increases, personnel costs such as COLA and performance adjustments, and the methodology for billing departments (headcount vs. FTE). Additionally, the meeting covered policy discussions regarding bundled versus unbundled rates, technology cost drivers including AI and cybersecurity expenses, and updates to building rate methodologies for the Division of Facilities Construction and Management (DFCM). Finance division representatives also discussed travel reimbursement policies and expense reporting procedures.
Extracted from official board minutes, strategic plans, and video transcripts.
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