An eGovernance RFP should buy a better public service, not merely a platform or a checklist of features. Government guidance identifies real risks when procurement starts with a preferred solution before defining the people’s needs, service outcome, operating model and cross-agency dependencies. But the available evidence does not establish that most eGovernance RFPs make this mistake. The useful question is whether a particular RFP can explain what will improve for the public—and how the proposed system will make that improvement possible.
What does it mean for an RFP to solve the wrong problem?
A requirements-first RFP can confuse the thing an agency plans to buy with the public problem it needs to solve. A platform, portal, mobile app or case-management system is an output. A service result might be fewer steps to complete an application, less repeated data entry, or a more joined-up journey across agencies. The technology may be necessary, but procuring it is not proof that the service will improve.
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This distinction does not mean feature requirements or technical specifications are unimportant. They should follow from the service need and make it deliverable. If the RFP leads with a fixed feature list but does not identify whose experience should change, what success looks like, or which organizations must participate, suppliers can meet the written requirements without resolving the underlying service problem.
Define the service outcome before the solution
Name the people and journey that should benefit
State who uses or is affected by the service, what they are trying to accomplish, and where the current journey falls short. Describe the intended change in terms that can later be measured. New Zealand’s Digital investment and procurement principles call for decisions that prioritize system capability, interoperability and better outcomes for New Zealanders, rather than only individual-agency outcomes. They also support joined-up customer service. These are useful prompts for an RFP, not a universal legal rule: New Zealand Digital Government’s digital investment and procurement principles.
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Describe the current process and what already exists
Explain how the service works today, including relevant handoffs, information requests, systems and constraints. Identify shared assets or existing capabilities that could be reused before asking suppliers to build new ones. The New Zealand principles put this succinctly: “Implement once and re-use.” That does not mean reuse is always the right choice; it means the RFP should show that the option has been considered.
Make interoperability part of the problem
When a service crosses agency boundaries, integration cannot be left as a late-stage technical detail. The Government of Canada’s service and digital guideline says systems need a common language, vocabulary and standards to communicate across government. It also calls for data management that enables reuse and reduces redundancy while respecting privacy and security. Accordingly, an RFP should identify relevant data, interfaces, standards, decision-making responsibilities and partner organizations, as well as the privacy and security conditions for sharing information. See the Government of Canada’s Directive on Service and Digital.
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Plan for delivery, ownership and change
A public digital service is not finished simply because a supplier has delivered software. The UK Digital, Data and Technology Playbook argues for moving away from big projects and programmes toward products and services that government owns and continuously improves. Its procurement guidance points buyers to the delivery method and timeframe, risk allocation, commercial terms, performance measures and what happens when things go wrong. For buyers, the practical test is whether the contract and operating model say who owns the service after launch, how performance will be assessed, and how the service can adapt when user needs or evidence change. These are UK government guidance points, not a statement of rules for every jurisdiction: UK Digital, Data and Technology Playbook.
Why early engagement matters
Large IT procurements are complex, and problems left undiscovered before award can become costly to resolve. In a 2021 report, the Office of the Auditor General of Canada said the federal government had about 21 large IT procurements underway, valued at over $6.6 billion. Those figures describe the Canadian government’s portfolio as reported in that audit; they are historical, not current totals or estimates for eGovernance procurement worldwide. The audit said traditional procurement processes need to adapt to deliver business outcomes and warned that insufficient engagement with key stakeholders can lead to costly, time-consuming post-award problems. It also called for more comprehensive guidance and training on agile procurement and collaborative methods. This is evidence of risk in large IT procurement, not proof that most eGovernance RFPs fail. Read the Office of the Auditor General of Canada’s 2021 report.
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Compare an output-led RFP with an outcome-led one
The distinction is not “technology versus no technology.” It is whether the RFP connects its technical and commercial requirements to a service result and the conditions needed to achieve it. The comparison below synthesizes the cited government guidance; it is not a published universal scoring model.
| Test | Output-led RFP | Outcome-led RFP |
|---|---|---|
| Public and user outcome | Success is mainly framed as delivering a system or feature list. | Identifies the people and service journey affected, with a result that can be measured. |
| System fit and interoperability | Assumes a new solution and treats integration as a later technical task. | Checks for reusable assets and sets out cross-agency data and interface needs, subject to privacy and security. |
| Adaptability and lifecycle | Focuses on project delivery, with ownership and improvement after launch unclear. | Specifies how the service will be owned, measured and improved over time. |
| Governance and procurement risk | Leaves stakeholder engagement, risk allocation or failure handling implicit. | Involves relevant stakeholders early and makes delivery method, responsibilities, commercial terms and performance measures explicit. |
| Jurisdiction and compliance | Uses generic assumptions about rules and procurement routes. | Checks applicable local law, standards, approvals and available procurement frameworks. |
Check jurisdiction-specific rules and procurement routes
Procurement guidance is not universal law. Buyers need to check the current rules, approvals, standards and commercial arrangements that apply to their agency and jurisdiction before drafting or releasing an RFP.
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For Saudi Arabia, Digital Government Authority guidance recommends checking whether an existing framework agreement is available before creating a new RFP for a digital product or service. Its RFP preparation guidance also offers prompts on legal compliance, good practice and alignment with agency objectives and strategy. Apply these checks within the relevant Saudi rules and current guidance; they should not be treated as requirements for other countries. See the Digital Government Authority’s framework agreements guidance and its digital procurement guidance.
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Before releasing an eGovernance RFP
- Can the agency state who benefits and what should improve in the public-service journey?
- Does the RFP describe the current process, handoffs, constraints and relevant existing assets?
- Have affected users, delivery teams, partner agencies and other key stakeholders been involved early enough to surface dependencies?
- Are data, interfaces, standards, privacy, security and cross-agency responsibilities addressed as part of the service problem?
- Does the proposed delivery approach allow the service to be measured and improved after launch, with clear government ownership?
- Are the delivery method, timeframe, risks, commercial terms, performance measures and response if things go wrong explicit?
- Have buyers checked local law, required approvals, applicable standards and existing procurement frameworks?
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