Idea #26 – Centralize Supplies Across Town and Schools

Report Status: Fully Reviewed

Researched by: Vicki Amalfitano

Original Idea as Submitted

Centralize supplies (school, office, janitorial, etc.), monitor usage, and control "backdoor" losses

Other ideas included in this report

  • 125 – If MWRA water is safe and good enough for our residents to drink, we should eliminate ALL bottled water coolers and delivery of bottled water throughout all Town and school buildings.

Idea intent

Centralize the procurement, distribution and overall management of supplies and the supply chain process across all Town and School Departments.

Weighted Final Score: 46 (Financial Impact: 2, Operational Impact: 4, Time Scale: 2, Ease of Implementation: 4)

Background Information

In Belmont, each Town Department is responsible for procuring and purchasing its own supplies. Town Departments use the Commonwealth of Massachusetts procurement system, COMMBUYS when applicable. Each Department is also responsible for bidding out its own contracts

The Bidding on supplies and services for the schools is done centrally by the School Department Business Office. The Business Office conducts the bids for supplies and services for all the Belmont Public Schools programs.

The School Department also participates in collaborative, multi-district bids for general and instructional supplies and materials through The Education Collaborative (TEC). For Special Education transportation, Belmont participates with a group of six other school districts through LABBB Collaborative.

In addition, the School Department purchases many items (e.g., general supplies, instructional supplies, equipment, copiers, and technology devices) from a State Contract.

Bidding for school facilities (buildings and ground supplies and services) is done through the Town’s Facilities Department, which is a consolidated department overseeing the maintenance and upkeep of the Town and School buildings.

Many other towns in Massachusetts have centralized procurement departments, often for all town and school purchasing and bidding processes. Examples include Arlington, Lexington, Andover, Cambridge, Topsfield, Reading, West Springfield, Saugus, Plymouth, Brookline, Watertown, Methuen, Franklin, Stoneham. The rationale for these departments, per the websites included under “Further Reading” is to provide one process in their towns to obtain high quality supplies and services at the lowest possible cost, and to ensure that all contracts and purchases are in compliance with state statutes and local ordinances, promoting fairness and integrity.

The staffing and job titles for these departments varies. Some have a single purchasing manager or agent. Others have a senior staff with multiple responsibilities in addition to procurement, with a dedicated purchasing assistant. The Massachusetts Association of Public Purchasing Officials, a professional association for an organization dedicated to the education, professional development, and promotion of public procurement professionals across the Commonwealth, recognizes that members may perform under various titles and at different levels of responsibility. Its mission is similar to that stated by the towns cited - to be sure cities, towns and agencies conduct legal and competitive procurements while maintaining the highest standard of ethics, quality, and savings for our communities.

Belmont’s Town Administrator has indicated that she is examining a move to a centralized system for purchasing and contracting, has requested the development of a job description for a staff position (most likely 0.5 FTE), and is considering this for the FY23 budget. This would apply to Town departments.

Recommendations

  • The Select Board should support the work of the Town Administrator in determining the best path forward in centralizing supplies purchasing and management, as well as the bidding and contracting processes.

  • Outstanding Questions to Address: Is it more efficient and effective to centralize supply chain management? If so, can the Town reorganize staff responsibilities to staff this without additional FTEs? Can the Town and School Department coordinate? Do the cost benefits of centralization outweigh the cost of incremental staffing?

Next Steps

  • The Select Board and School Committee should contact the School Superintendent about opportunities for cost savings and overall efficiencies in developing one supply chain management process for Town and School departments.

  • The Select Board and School Committee should evaluate the cost/benefits of centralizing the procurement and supply chain management processes and the optimal process for implementation.

Further Reading