Winning Government Contracts: Unleashing the Power of Debriefings for Contractor Success

The Government spends taxpayer dollars to conduct business, make payroll, and enter into contracts. Since they are using your money, they must be accountable and transparent to the general public. Debriefings are a way to display this accountability and transparency. Debriefings are an essential component of the Government contracting process, providing a valuable opportunity for Contractors to learn about the strengths and weaknesses of their proposal and improve their business in the long term. Debriefings are apart of the checks and balances in place to make sure the Government contracting team is evaluating proposals as stated in the solicitation. In this blog, we will explore the power of debriefings in Government contracting and how they can be used to improve Contractors' business processes and procedures.

What is a debriefing?

A debriefing is a "meeting" between the Government agency and the Offeror (Contractor) after exclusion from the competitive range or after notification of contract award to discuss the selection process, provide feedback on the Offeror's proposal, and a summary of the rationale for award. Simply put, this meeting is to discuss why the Offeror was not selected for contract award. The debriefing can be oral, in writing, or any other method acceptable to the Contracting Officer. The Contracting Officer should normally chair any debriefing session held while individuals from the evaluation team provide support.

As stated above, the purpose of a debriefing is to promote accountability, transparency, and fairness in the Government contracting process, allowing Contractors to understand how their proposal was evaluated and how they can improve their future proposals. Please note, debriefings are not (or should I say SHOULD NOT) be a tool to gain information to protest award. Unfortunately there are Contractors looking to protest contract award just because they did not like the awardee. Yes, debriefings are a tool to support protests, however this should be done when a protest is valid. The primary intention for requesting a debriefing should be with the intent of improving business practices. The debriefing process is also intended to address any concerns the Contractor may have about the selection process and provide an opportunity for the Government agency to improve its procedures. This type of relationship is beneficial to both parties and may sway the next contract selection.

There are two types of debriefings - preaward and post award. Both provide information about the strengths and weaknesses of the Offeror's proposal, as well as an explanation of how the Government agency reached its decision, however one is more valuable than the other.

Preaward Debriefing

Offerors excluded from the competitive range or otherwise excluded from the competition before award may request a debriefing before award. The Offeror may request a preaward debriefing by submitting a written request for debriefing to the Contracting Officer within three days after receipt of the notice of exclusion from the competition. If the Offeror does meet this timeline, the Contracting Officer is not required to provide a preaward or post award debriefing. At the Offeror’s request, a debriefing may be delayed until after award. I would recommend delaying the debriefing until after award because it includes information normally provided in the post award debriefing which is more beneficial and informative. This is important because the Offeror is entitled to only one debriefing per solicitation / proposal.

Preaward debriefings include:

• The agency’s evaluation of significant elements in the offeror’s proposal;

• A summary of the rationale for eliminating the offeror from the competition; and

• Reasonable responses to relevant questions about whether source selection procedures contained in the solicitation, applicable regulations, and other applicable authorities were followed in the process of eliminating the offeror from the competition.

Preaward debriefings cannot include:

• The number of offerors;

• The identity of other offerors;

• The content of other offerors’ proposals;

• The ranking of other offerors;

• The evaluation of other offerors; or

• Proprietary information.

Post Award Debriefing

Offerors that receive notice of contract award (notice of unsuccessful offerors) have three days to provide the Government agency its written request to be debriefed. Just as mentioned with preaward debriefings, untimely requests may not be accommodated by the Contracting Officer. Debriefings should occur within five days after receipt of the written request. Offerors that requested a post award debriefing instead of a preaward debriefing or those delayed debriefings should occur during this time as well.

Post award debriefings include:

• The Government’s evaluation of the significant weaknesses or deficiencies in the offeror’s proposal, if applicable;

• The overall evaluated cost or price (including unit prices) and technical rating, if applicable, of the successful offeror and the debriefed offeror, and past performance information on the debriefed offeror;

• The overall ranking of all offerors, if rankings were developed during source selection;

• A summary of the rationale for award;

• For acquisitions of commercial products, the make and model of the product to be delivered by the successful offeror; and

• Reasonable responses to relevant questions about whether source selection procedures contained in the solicitation, applicable regulations, and other applicable authorities were followed.

Post award debriefings cannot include:

• Point by point comparisons of the debriefed Offeror’s proposal with those of other offerors

• Proprietary information

• Trade secrets;

• Privileged or confidential manufacturing processes and techniques;

• Commercial and financial information that is privileged or confidential, including cost breakdowns, profit, indirect cost rates, and similar information; and

• The names of individuals providing reference information about an offeror’s past performance.

Why are debriefings important?

Debriefings are essential in Government contracting because they provide a valuable opportunity for Contractors to improve their business. The feedback provided during the debriefing can help Contractors identify areas where they need to improve and develop strategies to strengthen their future proposals. Debriefings can also help Contractors understand the Government agency's priorities and requirements, allowing them to tailor their proposals to better meet the agency's needs.

Moreover, debriefings can help to build a positive relationship between the Contractor and the Government agency. By providing feedback on the Contractor's proposal, the Government agency is showing that it values the Contractor's efforts and is committed to working with them in the future. This can lead to increased trust and cooperation between the Contractor and the Government agency, which can be beneficial for both parties.

How can debriefings be used to improve Contractors' business?

Debriefings can be used in a variety of ways to improve Contractors' business. Here are some examples:

• Identify areas for improvement: During the debriefing, the Government agency will provide feedback on the Contractor's proposal, including its strengths and weaknesses. Contractors can use this feedback to identify areas where they need to improve, such as their technical approach, pricing strategy, or past performance. This information can help Contractors to develop strategies to strengthen their future proposals and improve their overall business.

• Develop a better understanding of the Government agency's requirements: Debriefings can help Contractors to better understand the Government agency's priorities and requirements. By understanding these requirements, Contractors can tailor their proposals to better meet the agency's needs, increasing their chances of winning future contracts.

• Build a positive relationship with the Government agency: Debriefings can help to build a positive relationship between the Contractor and the Government agency. By showing that they value the Contractor's efforts and are committed to working with them in the future, the Government agency can build trust and cooperation with the Contractor. This can lead to more opportunities for the Contractor and a stronger business relationship with the Government agency.

• Improve the quality of proposals: Debriefings can help to improve the quality of proposals submitted by Contractors. By providing feedback on the Contractor's proposal, the Government agency is helping the Contractor to identify areas for improvement and develop strategies to strengthen their future proposals. This can lead to better quality proposals being submitted by the Contractor, increasing their chances of winning future contracts.

• Increase competitiveness: Debriefings can also help to increase the competitiveness of Contractors. By providing feedback on the Contractor's proposal, the Government agency is helping the Contractor to identify areas for improvement and develop strategies to strengthen their future proposals. This can lead to the Contractor being more competitive in the marketplace and winning more contracts in the future.

Tips

• Develop a post-award strategy: Debriefings can also help Contractors to develop a post-award strategy. By understanding the Government agency's priorities and requirements, Contractors can develop a strategy for successfully executing the contract and delivering high-quality services or products. This can help to ensure that the Contractor meets the government agency's expectations and builds a positive reputation in the marketplace.

• Address concerns and clarify misunderstandings: Debriefings can also be used to address any concerns or misunderstandings that the Contractor may have about the selection process. This can help to ensure that the Contractor fully understands the decision-making process and feels that they have been treated fairly. Addressing concerns and clarifying misunderstandings can also help to build trust and cooperation between the Contractor and the Government agency.

• Learn from past mistakes: Debriefings can also help Contractors to learn from past mistakes. By understanding the weaknesses of their previous proposals, Contractors can develop strategies to avoid these mistakes in the future. This can help to ensure that the contractor is constantly improving and developing stronger proposals.

Overall, debriefings are a valuable tool for Contractors in the Government contracting process. By providing feedback on the Contractor's proposal, debriefings can help Contractors to identify areas for improvement, understand the Government agency's requirements, build a positive relationship with the Government agency, improve the quality of proposals, increase competitiveness, develop a post-award strategy, address concerns and misunderstandings, and learn from past mistakes. By taking advantage of debriefings, Contractors can improve their business and increase their chances of winning future contracts.

If you are a Contractor in the Government contracting process, it is essential that you understand the power of debriefings and how they can be used to improve your business. Debriefings provide valuable feedback on your proposal and allow you to understand the Government agency's requirements and priorities, helping you to tailor your proposals and increase your chances of winning future contracts.

Navigating the Government contracting process and understanding the intricacies of debriefings can be challenging. That's why it may be beneficial to work with a consultant who specializes in Government contracting and can guide you through the process. A consultant can help you to understand the debriefing process, interpret the feedback provided by the Government agency, and develop strategies to improve your future proposals.

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