Procurement Services

Source: PDF pp. 539-541 ↗ · raw: 539 · 540 · 541

Breadcrumb: Service Area Summaries > City Operations > Office of City Operations > Procurement Services

City of Portland Fiscal Year 2026-27 Proposed Budget City Operations > Office of City Operations > Procurement Services Procurement Services Budget Revenues by Fund 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed External Revenues $1,017,312 $1,557,144 $848,637 $669,065 Citywide Obligations $103,939 $62,312 $45,000 $55,000 Reserve Fund General Fund $797,555 $853,756 $803,637 $614,065 Grants Fund $115,818 $641,076 $0 $0 Internal Revenues $13,362,233 $16,586,238 $17,970,093 $13,245,633 Citywide Obligations $868,557 $5,390,871 $4,301,190 $2,601,891 Reserve Fund General Fund $12,493,676 $11,195,367 $13,668,903 $10,643,742 Grand Total $14,379,545 $18,143,382 $18,818,730 $13,914,698 Program Expenses by Major Object Program expenses only include personnel, internal materials and services, external materials and services, and capital. 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed External Materials and $4,725,113 $3,363,108 $5,074,856 $1,354,555 Services Internal Materials and $1,327,215 $1,305,239 $932,266 $680,386 Services Personnel $7,590,859 $7,382,969 $8,465,418 $9,222,866 Grand Total $13,643,187 $12,051,316 $14,472,540 $11,257,807 Program Description and Goals Procurement Services strategically collaborates with City bureaus in the acquisition of high-quality, outsourced supplies, materials, equipment and services in a timely, efficient, and effective manner to advance the City's social, environmental, and economic goals. The Division is guided by a Five-Year Strategic Plan that was created through intensive outreach and dialogue with community partners and customer bureaus. The overarching vision is to become an anti-racist organization that achieves equitable contracting 539

City of Portland Fiscal Year 2026-27 Proposed Budget results and employs procurement best practices throughout its operations. To achieve this vision, the division has established nine goals:

1. Maximize opportunity and access to all businesses, including small, minority and women owned businesses
2. Maximize the value added by core data systems
3. Implement Respectful Workplace standards that promote Safe from Hate Alliance initiatives
4. Build the capacity and influence of the Sustainable Procurement Policy and Program
5. Achieve high customer bureau satisfaction
6. Establish clarity in roles and responsibilities
7. Eliminate barriers to contracting
8. Ensure staff is resourced and equipped to succeed
9. Establish effective social equity programs and stronger policy Services Procurement Services comprises the following major teams and programs: • Design & Construction Services • Goods & Services • Compliance Services • Inclusive Contracting • Strategic Sourcing Program • Sustainable Procurement Program • Procurement Card Program • Training Program • Business Excellence Program Equity Impacts The division leads and supports numerous programs and initiatives to advance the City's intent to achieve access and opportunity in contracting and the City Council's core values of equity and antiracism. These efforts are shaped through the division's renewed engagement and partnership with community-based organizations and other community stakeholders. The City of Portland spends a lot of public money on contracts to provide important government services that residents rely on everyday in routine and emergency situations. The Strategic Procurement initiative supports better and more equitable delivery of those City services by creating better contracting experiences with the City of Portland for small and medium enterprises, by supporting City employees to contract more with small and medium enterprises, and by spotlighting the results of Portland's contract awards and implementation. Changes to Program Recent and forthcoming significant changes to Procurement Services programs include the following: • Enterprise Efficiencies and Centralization – in alignment with direction from the Mayor and City Administrator, Procurement is currently undergoing a major realignment to centralize and streamline services and staffing to better support the city procurement processes and contracts across the city's enterprise. Changes from this effort will be realized over the next two fiscal years and involve major changes in work processes, team structure, and policies. • Strategic Sourcing Program Restoration — The Strategic Sourcing Coordinator executes and manages over one hundred 540

City of Portland Fiscal Year 2026-27 Proposed Budget contracts that provide multiple City bureaus with a vehicle to purchase necessary goods & services. The ongoing, permanent position was eliminated in the FY 2024-25 Adopted, but due to the critical role this position plays in the City, it was restored by the division through reclassification of a vacant position. The division is working to determine how it can continue to enhance services to bureaus, by identifying additional revenues to support. • Sustainable Procurement Policy (ADM-1.09) update — A comprehensive review of the policy is currently in progress, to refine the future strategic direction of the Sustainable Procurement Program, in collaboration with internal and external stakeholders. • The City is modernizing procurement technology in 2026 with the implementation of SAP Ariba tools. These will automate and integrate processes, streamline processes for bidders/contractors as well as staff, provide better visibility and business information to internal stakeholders, and ultimately generate savings through process efficiencies and improved opportunity to spend strategically. • The Community Opportunity & Enhancements Program (COEP) that is currently administered by Prosper Portland will be brought back in house in FY 26-27 and will be managed by the Procurement Services and Grants Management Teams. 541

Parent: Office of City Operations · PDF: pp. 539-541 ↗