Putting a social outcomes lens over an IT RFP for an Australian government agency

How do you change how vendors see their systems, so responses align with agency outcomes and non-functional requirements?

An Australian government agency needed a new client information management system to replace their end-of-life platform. Expression of interest results made it clear that new platforms were available that could manage sensitive data more effectively, allow for better control of access by multiple users, and create a single view of clients. But the agency also needed the new platform to meet its functional and non-functional requirements, including proactively supporting public servants to achieve better social outcomes for its citizens. 

An advisor already working with the agency knew that Baringa’s team included both people who understood platform providers and the way they think, with experience in public sector procurement. Baringa was asked to bring its knowledge of both sides of the Request For Proposal (RFP) to help develop a procurement strategy, including a set of market-ready documents, to be used as RFx documentation that would help the agency select the right platform. 

Leveraging UK government procurement strategies

Drawing on our knowledge of the local market and ideas from similar work for UK government agencies, we brought insights into what best practice in platform procurement looks like. 

In the public service, a new platform should be an enabler of agency outcomes – not just a means of replacing legacy infrastructure or improving functionality. Well-informed and well-specified RFPs can result in platforms that support new ways of working for public servants. For example, enabling them to make timely interventions in the communities they serve. 

In this case, we created a tender pack for bidders that encouraged them to consider how their system could be configured to achieve the agency’s outcomes – to meet both its functional and non-functional requirements. Vendors were encouraged to respond based on current capability – not future roadmaps. We also developed an evaluation framework, including a set of quantitative and qualitative measures. 

Mobilising the market to design a change lever 

Market responses have shifted from talking about a platform from the vendor’s perspective to explaining how a solution could help the agency deliver social outcomes. The agency can now compare platforms based on their ability to add value to clients – not just to deliver enhanced functionality more efficiently.  

This shift marks a significant step forward. By reframing the platform upgrade as a lever for social impact, the agency has repositioned its procurement process to prioritise outcomes over outputs. 

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