Bob Lohfeld

COMMENTARY

Get the most out of your contract debriefing

Be prepared to ask questions and learn as much as possible

Win or lose, you are entitled to receive a debriefing from the government to help you understand the basis for an award decision. You must request your debriefing in writing within three days after receiving notification of contract award, otherwise your request might be declined.

The government will do its best to provide the debriefing within five days of receiving your written request. The debriefing might be done orally, in writing or via another method acceptable to the contracting officer. Most bidders prefer oral debriefings because they provide an opportunity to discuss the findings and ask follow-up questions. For some debriefings, travel costs might be a factor, requiring a debriefing through a teleconference. The least-preferable debriefing format, from a learning point of view, is a letter debriefing.

The contracting officer who led the procurement usually leads oral debriefings, supported by the people who participated in the evaluation of proposals. For larger procurements, you can expect government attendees to include technical, management and past-performance evaluators; cost analysts; and other supporting staff members.

You should ensure that the debriefing team knows you are present to learn so that you can do better on the next proposal. Make it clear that you know this is not the forum to debate or challenge the findings — the government officials also will make that clear.

The government will be well prepared to conduct the debriefing, and you should be, too. To prepare, it's a good idea to reread the request for proposals, questions and answers, RFP amendments, and your proposal. It's also helpful to prepare a list of questions you would like to ask. Don’t hesitate to ask follow-up questions so you learn as much as you can about how the government scored your proposal and conducted the evaluation process.

The government is required to provide specific information in the debriefing, including but not limited to:

  • The overall cost or price and evaluation rating for your proposal and the winner’s proposal.
  • The significant weaknesses and deficiencies in your proposal. That often includes your proposal's strengths, although that information is not required.
  • Past-performance evaluation results for your proposal, though not the names of people serving as past-performance references.
  • The selection rationale and award decision.

You can expect the government to answer reasonable questions about the evaluation results and process. But the officials won't give you a point-by-point comparison of your proposal with another offeror’s proposal, nor will they reveal information considered a trade secret or protected under the Freedom of Information Act.

Because debriefings are intended to be learning exercises, listen carefully. Teams have been surprised to learn that win themes had no effect, and features they thought were compelling were seen as weaknesses and scored as risks. That knowledge is something to take back and rethink for your next effort.

Some companies have learned surprising things in debriefings. Imagine the potential consequences of learning the following in a debriefing.

The weaknesses cited for a proposal actually belonged to another offeror, and the evaluation team mixed up the proposals during the evaluation.

The government ignored its own evaluation criteria and imposed an undisclosed evaluation scheme.

The evaluation criteria specified a relative order of importance for evaluation subfactors, but those were ignored when assessing the relative merits of the proposals.

That information could result in re-evaluation of proposals or filing of protests.

In most cases, you will walk away from a debriefing with an increased understanding of how the government evaluated your proposal and have better insight into what you could have done differently to improve your proposal score.

Some agencies will ask for your thoughts about how the procurement could have been conducted better. Make this a learning opportunity for the government, too. If they did a good job, tell them so.

Reader Comments

Tue, Nov 2, 2010 Mary J Wall

Great advice. I keep copies of debriefs - win or lose - and re-read them as I develop my next bid and just before proposal color reviews!

Mon, Nov 1, 2010 Stan Jenkins Morgantown, WV

Remember that the FAR provides for the debriefing format to be one that is acceptable to the Contracting Officer. Contractors cannot demand an oral debriefing; the format is not in control of the unsuccessful offeror.

Thu, Oct 28, 2010 Amy Jackson Atlanta

Good article. I’d like to reiterate the importance of requesting a debrief on winning proposals. No winning proposal is perfect. If not corrected, your imperfections on the current winning proposal may contribute to you losing the next bid. Take advantage of every opportunity to improve your business development and proposal processes.

Thu, Oct 28, 2010 Dennis Conley

Two additional items to consider for debriefings that I’ve found to be helpful: 1. Ask for suggestions on how we could do better? next time? 2. Do you have any other departments/agencies/organizations/opportunities that you could recommend we reach out to?

Thu, Oct 28, 2010 Gregory Pease Tenzing Consulting

Bob hits some great points here...and his emphasis on listening is spot on...debriefs are about listening. When preparing teams for discussions and debriefs we use ideas like Bob presents above to "dry-run" the session so all the players know what to expect...and teams should dry-run so they're prepared, can participate, and can actively listen. Keeping the emotion out is hard work as Bob cites...it takes maturity and teamwork to succeed.

Show All Comments

Please post your comments here. Comments are moderated, so they may not appear immediately after submitting. We will not post comments that we consider abusive or off-topic.

Please type the letters/numbers you see above

What is your e-mail address?

My e-mail address is:

Do you have a password?

Forgot your password? Click here
close
SEARCH
contracts DB

Trending

  • Dive into our Contract Award database

    In an exclusive for WT Insider members, we are collecting all of the contract awards we cover into a database that you can sort by contractor, agency, value and other parameters. You can also download it into a spreadsheet. Read More

  • Is SBA MIA on contractor fraud? Nick Wakeman

    Editor Nick Wakeman explores the puzzle of why SBA has been so silent on the latest contractor fraud scandal when it has been so quick to act in other cases. Read More

Webcasts

  • How Do You Support the Project Lifecycle?

    How do best-in-class project-based companies create and actively mature successful organizations? They find the right mix of people, processes and tools that enable them to effectively manage the project lifecycle. REGISTER for this webinar to hear how properly managing the cycle of capture, bid, accounting, execution, IPM and analysis will allow you to better manage your programs to stay on scope, schedule and budget. Learn More!

  • Sequestration, LPTA and the Top 100

    Join Washington Technology’s Editor-in-Chief Nick Wakeman as he analyzes the annual Top 100 list and reveals critical insights into how market trends have impacted its composition. You'll learn what movements of individual companies means and how the market overall is being impacted by the current budget environment, how the Top 100 rankings reflect the major trends in the market today and how the biggest companies in the market are adapting to today’s competitive environment. Learn More!