When you work in a small district, procurement isn’t a department. It’s a verb. It’s something you do, usually while juggling five other things. In larger districts, procurement may have policies, specialized staff, and systems designed to move things efficiently from requisition to payment. In my world, it looks a little different. At the Nevada County Superintendent of Schools, we support 16 local education agencies (LEAs), most of them one-school districts. Some have fewer than 200 students. Our total county ADA is about 10,000. When you’re that small, everyone wears multiple hats. Procurement isn’t one person’s full-time job. It’s everyone’s part-time job.

Wearing Every Hat, Every Day

I started in education after years in the private construction world, where purchase orders, contracts, and timelines moved fast. In construction, things happen with urgency because delays cost money. When I moved into education, I quickly learned that public procurement runs on an entirely different clock.

In my first district role, I wrote up a purchase order, got it signed by the principal, and waited. A week went by. Then two. Finally, I drove to the district office to ask what was taking so long. The clerk pointed to a stack of POs on her desk, hundreds of them. She processed a few a day. It was my first real lesson in patience.

Now, when I hear a contractor say, “It’s been five days, I haven’t been paid yet,” I just smile and remind them: we’re a public school. Thirty days is fast.

Procurement Without a Procurement Department

Small districts are scrappy by necessity. We don’t have procurement teams, contract managers, or even full-time buyers. Often, it’s the same person managing accounts payable, approving invoices, reconciling budgets, and maybe unclogging a toilet between site visits.

That’s not a joke. Just last month, our maintenance staff was all out, and I found myself in gloves, fixing a plumbing issue. The work doesn’t stop because someone’s title doesn’t say “maintenance.” That same flexibility applies to purchasing. If a need arises, someone figures it out.

The problem is, “figuring it out” doesn’t always mean doing it right.

I’ve seen people buy materials before a purchase order was approved because “we’ve always done it this way.” I’ve had staff ask, “We don’t need prevailing wage if it’s bond money, right?” They’re not trying to cut corners. They simply haven’t been trained. Many are learning on the job, using outdated systems that rely on handwritten forms and practices passed down over decades.

The Impact of an Aging Workforce

In many small districts, long-serving staff have been doing things the same way for decades. Their institutional knowledge is invaluable, but the systems they rely on often predate scanners, cloud storage, or digital workflows. If you haven’t been trained since the 90s, you may not know there are better tools available. It’s not about resistance to change. It’s about never having had the chance to update what you know.

This is the reality in small districts. What we need is access to training and the resources to modernize. That’s why professional development—like CASBO’s Purchasing & Procurement Basics Micro-Certification—makes such a difference. These trainings ensure new and existing staff learn how to do things right from the start. I regularly recommend them to staff who are stepping into roles they were never formally trained for.

Procurement in Rural California: When No One Bids

Another challenge for small and rural districts is getting anyone to respond to a bid at all. Our geography works against us. I’ve worked with districts so remote that contractors simply won’t drive out there. One district in Mendocino County is so far off the beaten path that not a single bidder responded to their project.

When there’s no competition, costs rise. And even when a local contractor wants to help, the public works requirements—prevailing wage, certified payroll, skilled and trained workforce—can be intimidating. I’ve heard, “I just want to help the school. I’ll give you a deal off the books.” But that’s not legal, and it puts everyone at risk.

It’s a tough balance: wanting to support local businesses while maintaining compliance with state law. The solution, at least for us, has been collaboration.

Collaboration as a Solution

At Nevada County Superintendent of Schools, we recently built a centralized CUPCCAA contractor list. Now, contractors can register once and be eligible to work with all 11 districts in our county. It’s a small shift with big impact. It simplifies compliance, reduces duplicate paperwork, and opens opportunities for local businesses that were previously discouraged by red tape.

We’ve also started holding information sessions with local contractors. We walk them through what CUPCCAA means, what prevailing wage requires, and how to submit a compliant bid. Once they understand it, they’re far more likely to participate. Our goal isn’t just to check boxes. It’s to build a sustainable system that works for both schools and small businesses.

AI, Technology, and the Changing Landscape

Like everyone else, I’ve been amazed by how fast artificial intelligence is changing our work. I recently asked a chatbot to generate a CUPCCAA “cheat sheet,” and it did. Instantly. It wasn’t perfect, but it was close.

Another district I work with used AI to draft a bid notice. It missed one important acronym, but otherwise, it was spot-on. That tells me technology isn’t replacing us. It’s helping us move faster and smarter. Still, no amount of automation replaces good judgment. Every draft still needs a set of experienced eyes.

Negotiation, Not Just Paperwork

One skill I’ve had to develop out of necessity is negotiation. In construction procurement, you’re always balancing two truths: contractors need to make money, and public entities need to protect every taxpayer dollar. My goal is always a fair deal where both sides walk away satisfied.

Negotiation also applies internally—helping administrators understand why compliance steps matter, or why skipping a purchase order can create audit issues later. I’d rather spend a few extra days doing it right than scramble during an audit to justify what went wrong.

Building Capacity for the Next Generation

There’s a growing shortage of CBOs, especially in rural areas. Many small districts can’t recruit one at all. That’s why our county office is investing in training programs and mentorship for future business officials.

I’m proud to support a colleague who’s working toward her CBO certification while handling multiple roles in a one-school district. People like her—and like many of us—are proof that commitment, not size, determines excellence.

We’re also starting facilities cohorts through the SASI grant, connecting staff across counties to share best practices. These are “boots on the ground” groups, not directors in offices, but the people actually handling the work. When we teach and learn from each other, everyone benefits.

What I’ve Learned

Procurement in small districts isn’t about flowcharts or full-time staff. It’s about doing the best you can with what you’ve got. Every PO, every bid, every project represents a team that’s stretched thin but still determined to do things right. Procurement isn’t fast. But it is foundational. Especially in small districts, where one error can have outsized consequences.