Today, school procurement professionals work in larger districts; juggle increasingly complex local, state, and federal regulations; cope with reduced budgets due to declining student enrollments; navi- gate the rapid acceleration to online learning and e-procurement systems; and must stay abreast of the complex educational technology-related purchasing that includes issues such as cybersecurity and student data privacy.

Procurement professionals also must be aware of research that connects purchasing decisions to support- ing new pedagogies and facilitating student learning and well-being. Purchasing items such as classroom furniture designed to support collaborative learning, carpeting and wall tile that minimizes distracting noises, and AI tools to promote school safety are just a few of the ways strategic procurement decisions are tied directly to stu- dent success.

Most people who work in procurement came into the field accidentally.

A new report from EDspaces captures the experiences and insights of highly successful procurement profession- als leading the way in enhancing and building the field of strategic procurement.

 The report is based on a survey, conducted by Research4Ed.com, of 18 education leaders, including members of ASBO International and its affiliates, whose primary roles involve procurement. Job titles included chief financial officer, assistant superintendent of finance and operations, assistant superintendent of business ser- vices, and director of supply chain management.

The results offer valuable information and insights that can help us better understand the current trends and innovations in the school procurement space to improve support for procurement professionals and attract strong applicants.

At the same time that procurement work has grown increasingly strategic and complex, many procurement professionals are retiring or nearing retirement, creating a pressing need to develop a robust talent pipeline to the field of K–12 procurement. This necessity is not just about filling positions but about securing the future of our educational institutions.

Recruiting New Talent

Front and center in building a stronger pipeline to the procurement profession is the need to better educate school leaders and aspiring leaders about the nature of procurement work. The following strategies for recruit- ing new professionals are based on survey participants’ responses:

• Broadcast the vital role procurement plays in K–12 schools. Many people are unaware of the profession and the importance of procurement in schools.
• Better communicate how meaningful and fulfilling the work is and share the credentials needed to succeed in procurement work.
• Retain new procurement professionals by providing important support, including networking through local, state, and national organizations and informal mentorship arrangements. These opportunities are critical to bringing new members of the profession up to speed and keeping existing members informed of rapidly changing regulations and new strategies and

Most people who work in procurement came into the field accidentally. More than 90% of the survey respon- dents reported that they “fell into” the profession from other fields, including careers in private sector finance (38%) and teaching (28%). Recruitment might target potential candidates from these two areas. The survey also revealed that the nature of K–12 pro- curement has transitioned from transactional to strategic in the past decade.

Purchasing school supplies was once viewed as a transactional process: The school business manager bought paper and pencils, monitored the budget, and had the supplies delivered. Today, school procurement professionals must operate more strategically and quickly adapt to rapidly evolving circumstances. Procurement involves not just a purchase but analysis, cost management, and strong interpersonal skills. Recruitment should target people with these skill sets.

Meaningful, Fulfilling, and Accessible

The survey revealed that people in the profession find procurement work extremely rewarding. Many of those interviewed who transitioned from private sector work into education have found their work to be especially fulfilling because they know they are making a difference in the lives of students and teachers.

Communicating to prospective candidates the reward- ing aspects of the work is essential in recruiting talented new entrants. Communicating to those from private sector positions and within K–12 schools about the rewards of this work is a critical element in recruitment that those currently in the position should spearhead.

Some potential recruits to the profession may be deterred by the mistaken belief that an MBA is a require- ment. While many interviewees had master’s degrees, only 6% stated that a master’s degree was necessary to succeed in the job. On the other hand, 78% indicated that holding the Certified Administrator of School Finance and Operations (SFO) recognition from ASBO International is indispensable (see sidebar).  Communicating to prospective candidates that an SFO certification is more important than an MBA could attract more professionals to the field.

Networking and Development

Helping those new to the procurement profession by providing ongoing opportunities for growth will increase retention and help the profession flourish. According to 72% of the interviewees, networking plays a major part in being a successful procurement professional.

In particular, most of those interviewed referenced membership in ASBO International and ASBO affiliates as providing important ways to stay current on state regulations, engage in professional development, and network with colleagues at conferences and meetings.

Procurement leaders also mentioned regional and state purchasing associations and the NIGP Institute for Pub- lic Procurement as providing opportunities for mentor- ship and training.

Many successful procurement professionals have found that monthly emails, coffee meetups, Zoom meetings, and informal listservs connected them to others so that experiences and strategies could be shared in approaching the challenges regularly found in the profession.

In addition, many procurement officials referenced the importance of informal local networks that can provide valuable opportunities for sharing information, vendor references, bid templates, and information about new regulations.

ASBO International’s Global School Business Net- work, network.asbointl.org, offers tools, resources, and expert insights into the field of procurement.

Embracing the Field

The findings of this research document the increasingly complex and challenging role of K–12 procurement. An overarching theme from the research is that procurement professionals are embracing change and finding ways to work effectively in a continuously challenging, ever- evolving environment. A better understanding of the field by external stakeholders can provide much-needed support for those working in procurement and attract strong applicants to the profession.

To download the full report, The Future of K-12 Procurement: 4 Key Trends, visit https://ed-spaces.com/ the-future-of-k12-procurement.